Executive Summary

Canara Bank is a leading public sector bank established on July 1, 1906 in the town of

Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer,

educationist and social reformer. The bank has already completed 100 years of service. It

provides all sorts of financial services ranging from loans to insurance. For the year

March 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalized

banks. Net profit for the year March 2005 was Rs 1109 Crores.

The report basically deals with the organization study of Canara bank. It mentions about

the brief introduction to banking industry, history of the bank, departments, organization

structure, and details about products & services. A brief view of the HRD practices of the

bank has been given in the report. The report also contains the financial performance of

the bank for last 2 years.

During the study a survey was conducted to find out the training effectiveness.

Questionnaire was used to collect data from respondents. Respondents were officials,

managers and senior managers.

From the study it was found that in all respects the training programs were successful and

for majority of the respondents the training program met their needs and expectations.

Some suggestions have also been made at the end of the study. Product awareness

programs, marketing oriented programs must be introduced. The Training program’s

contents should be designed keeping in view the jobs assigned or to be assigned

The open work culture, commitment and the co-operation among the employees

remarkable adaptability to changing banking environment have enabled Canara Bank to

be a “Frontline banking institution of global standards”.

Banking Industry Profile:

Banking in India has an early origin where the indigenous bankers

played a very important role in lending money and financing foreign trade and commerce.

During the days of the East India Company, was the turn of the agency houses to carry on

the banking business. The General Bank of India was first Joint Stock Bank to be

established in the year 1786. The others which followed were the Bank Hindustan and the

Bengal Bank. In the first half of the 19th century the East India Company established

three banks; the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank of

Madras in 1843. These three banks also known as Presidency banks were amalgamated in

1920 and a new bank, the Imperial Bank of India was established in 1921. With the

passing of the State Bank of India Act in 1955 the undertaking of the Imperial Bank of

India was taken by the newly constituted State Bank of India.

The Reserve Bank of India which is the Central Bank was created

in 1935 by passing Reserve Bank of India Act, 1934 which was followed up with the

Banking Regulations in 1949. These acts bestowed Reserve Bank of India (RBI) with

wide ranging powers for licensing, supervision and control of banks. Considering the

proliferation of weak banks, RBI compulsorily merged many of them with stronger banks

in 1969.

The banking industry in India is in a midst of transformation,

thanks to the economic liberalization of the country, which has changed business

environment in the country. During the pre-liberalization period, the industry was merely

focusing on deposit mobilization and branch expansion. But with liberalization, it found

many of its advances under the non-performing assets (NPA) list. More importantly, the

sector has become very competitive with the entry of many foreign and private sector

banks. The face of banking is changing rapidly. There is no doubt that banking sector

reforms have improved the profitability, productivity and efficiency of banks, but in the

days ahead banks will have to prepare themselves to face new challenges.

INDUSTRY STRUCTURE

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The banking system can be broadly classified as organized and

unorganized banking system. The unorganized banking system comprises of

moneylenders, indigenous bankers, lending pawnbrokers, landlords, traders, etc. Whereas

the organized banking system comprises of Scheduled Banks and Non-Scheduled Banks

that are permitted by RBI to undertake banking business. Scheduled banks are those

banks that are included in the second schedule of the RBI Act 1934, subject to fulfilling

certain conditions. The scheduled banks comprising of Scheduled Commercial Banks and

Scheduled Co-operative Banks enjoy certain privileges like approaching the RBI for

financial assistance, refinance etc and correspondingly, they have certain obligations like

maintaining certain cash reserves, submission of returns as prescribed by the RBI etc.

Non-Scheduled Banks are those joint stock banks which are not included

in the second Schedule of the RBI Act 134, on account of the failure to comply with the

minimum requirements for being scheduled. There were 16 Non-Scheduled Commercial

Banks in June 1969. As on March 2002, there are 5 Non-Scheduled Commercial Banks

which are local area banks. However there are more then 2000 Non-Scheduled Co-

operative Banks which are concentrated in few states like Maharashtra, Gujarat,

Karnataka, Andhra Pradesh and Tamil Nadu.

Further based on ownership, the Scheduled Commercial Banks can further

be classified as Public Sector Banks, Private Sector Banks, Foreign Banks and Regional

Rural Banks. Public Sector Banks are sub-classified into the State Bank of India

(erstwhile Imperial Bank of India nationalized by central enactment in 1955) and its 7

associates nationalized in 1959 and other Nationalized Banks which were nationalized in

two phases; 14 banks were nationalized on July 19, 1969 and 6 others on April 15,

1980.Also the Private Sector Banks can be classified as old private sector banks and new

private sector banks, wherein the latter enjoy superior discounting in the bourses.  After

RBI reopened the banking sector to private players, about eight private sector banks were

licensed in 1995, which brought with them latest technology, customer-oriented service,

innovative products and aggressive marketing.

Despite increasing competition, public sector banks continue to

dominate. Large scale of operations bestows upon them a higher bargaining power

enabling them to play a dominant role in the liquidity and interest rate levels in the

system. However, the scenario in the future may undergo a change with the growth of the

new private sector banks. These banks are in a more advantageous position because of

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their superior technology-based operations, lower manpower and a lower Non-Performing

Assets (NPA) level.

COST DYNAMICS

Banking, everywhere in the world, is a highly regulated industry. 

The banking industry is the repository of savings of a nation contributed by millions of

people. Thus a bank basically acts as an intermediary between savers and borrowers.

Hence, costs to a bank are the interest paid to savers and the establishment cost. A bank's

margin arises out of the difference in interest paid to depositors and charged to borrowers.

The funds raised from savers are deployed in three ways - loans and advances to industry

and agriculture, investment in government securities, investment in private sector equity,

debentures, commercial papers, etc.

A bank's sources of revenue are interest from loans and advances,

income from government securities and dividend/interest from private sector equity

investments and debt instruments. Apart from this, a bank also earns non-fund-based

income, also called as fee-based income for the various services rendered by it as a

banker or in the course of banking activities. It includes treasury and forex operations,

income from trading in shares, guarantee commission, etc.

STRUCTURAL CHANGES

An ordinance on Securitization and Reconstruction of Financial

Assets and Enforcement of Security Interest was promulgated on 24th June 2002. The

same has been passed by the Parliament in Nov. 2002. The ordinance will help banks and

financial institutions improve their financial position in three ways. Firstly it will help

banks and FIs turn their assets into securities, which could be traded in the market in

smaller bundles. This would bring immediate liquidity, which can be lent, instead of

waiting for loans to be realized. The new law will also help them in setting up asset

reconstruction companies to recover their bad assets. And finally, it will help in the

enforcement of security interest (i.e. right to the security in case of default by the client).

This ordinance creates a right environment for faster recovery of dues and gives hope that

the huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financial

sector will be reduced to a more reasonable level. It also offers scope for Public Sector

Banks to clean up their balance sheets faster.

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CRITICAL SUCCESS FACTORS

Asset liability management, effective monitoring of loans, recovery

of NPAs, reducing cost of deposits, controlling establishment costs are critical success

factors. Ensuring capital adequacy, exposure norms and other prudential norms in line

with RBI guidelines are also critical. Wresting blue chip accounts, expanding depositor

base and leveraging them for fee-based income are also essential for growth and

development. Technology has already brought about revolutionary changes. Services like

Internet Banking, Mobile Banking, Anywhere and Anytime Banking will not be added

features but promise to be a standardized banking environment in the next few years.

While on one hand it has the potential to reduce the transaction costs, the initial capital

requirements will be heavy. Banks, which have a legacy of a large workforce, will have to

find ways to offset the these technology costs by reduction in staff costs, if any

meaningful reduction in transaction costs has to be achieved.

OUTLOOK

The banking scenario in the country has been undergoing a

qualitative shift towards internationalism. Global best practices are finding greater

acceptance and systemic deficiencies, which are a legacy of the past, are being addressed.

The future, therefore, seems to be exciting, but only for those who can withstand the

stress and strain that the reforms bring along. As banks expand their fee-based income by

offering various services including distribution of mutual funds, investments and

insurance products, the reach and responsive services takes center stage. Also with more

financial instruments gaining market acceptance, traditional advances are likely to give

way to investment in innovative instruments.

The banking industry needs to cut flab across the board, improve

service conditions, capitalize on their large client base for fee-based income and retain

their customers amidst hectic competition. With price wars slowly taking place,

particularly after lending below Prime Lending Rate is allowed, stronger players will

emerge successful in the long run.

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Origin & Growth of Canara Bank:

Canara Bank (CBK) was founded on July 1, 1906 in the town of Mangalore in Karnataka

by Shri Ammembal Subba Rao Pai, an eminent lawyer, educationist and social reformer.

It was founded as 'Canara Bank Hindu Permanent Fund’; this small seed blossomed into a

limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after

nationalization. Backed by a team of professionals, committed staff and extended

clientele base, the bank has, over the last 100 years, achieved many a milestone in the

fields of commercial and social banking. The bank also has been able to register profits

every year since inception.

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Commercial Banks at a glance

Particulars Jun-2003 Jun-2002

No. of Commercial Banks 295 298

All Scheduled Commercial Banks 291 294

of which, Regional Rural Banks 196 196

Non-Scheduled Commercial Banks* 4 4

No. of Bank Offices 66692 66355

Rural 32231 32394

Semi-Urban 14875 14727

Urban 10841 10578

Metropolitan 8745 8656

* Indicates Local Area BanksSource: Reserve Bank of India

5

From a small beginning, the bank has grown into one of the largest

banks in India with a wide branch network and client base. Acquisitions have also

enabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over a

number of banks starting with the Bank of Kerala in 1961 and ending with the Pangal

Nayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. The

bank has a large network of geographically well diversified branches, which enables it to

raise low cost long-term deposits. The number of branches of the bank rose from 368 at

the time of nationalization in 1969 to reach 2,469 by March2004. The bank has also

diversified into other banking related areas through its various subsidiaries and sponsored

companies:

CBK, came out with its first Initial Public Offer (IPO) in Nov.

2002 for 11, 00,00,000 equity shares of Rs 10 each at a premium of Rs 25 per share

aggregating Rs 385 crore through the fixed price route. The main object of the issue is to

augment the long-term resources of the bank and the capital base of the bank to meet its

future capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned the

government’s capital to the tune of Rs 277.87 crore. After the IPO and return of capital,

the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down to

around 73.2%.During 2002-03 the bank has started corporate agency of life insurance

products in strategic alliance with AVIVA with the aid of a dedicated 'Bancaassurance'

outfit.

The Bank Today

Canara Bank is one of the premier banks in the country, accredited with umpteen

distinctions. The present stature of the Bank is due to its strong fundamentals and quality

customer orientations. Profit making since inception, the Bank today epitomizes a perfect

blend of commercial and social banking.

For the year March 2004, the Bank clocked the highest net profit ( Rs.1338 crore) among

nationalized banks, with significant improvement in capital adequacy ratio (12.66%) and

asset quality (net NPA ratio of 2.89%). Net profit for the year March 2005 was Rs 1109

Crores.

The Bank has already carved a niche in providing IT-based services.  With 100%

computerization of the branches, the bank provides a wide array of services, such as,

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Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet

& Mobile Banking, Debit Card etc. The Bank was the first among banks to launch

networked ATMs and obtain ISO Certification.

Commercial consideration has, no way, diluted the Bank's role in national priorities.

Canara Bank is in fact the first bank to be conferred FICCI award for contribution to rural

development. Sound founding principles, enlightened leadership, unique work culture and

remarkable adaptability to changing banking environment have enabled Canara Bank to

be a “Frontline banking institution of global standards”

Founding Principles

1. To remove Superstition and ignorance.

2. To spread education among all to sub-serve the first principle.

3. To inculcate the habit of thrift and savings.

4. To transform the financial institution not only as the financial heart of the

community but the social heart as well.

5. To assist the needy.

6. To work with sense of service and dedication.

7. To develop a concern for fellow human being and sensitivity to the surroundings

with a view to make changes/remove hardships and sufferings.

IMPORTANT RATIOS (%)

  S.No Particulars 2002-03 2003-04 2004-05

1 Capital Adequacy Ratio 12.50 12.66 12.78

2 Return on Assets (ROA) 1.24 1.34 1.01

3 Earning per Share (Rs.) 20.56 32.63 27.06

4 Book Value (Rs.) 98.14 125.14 146.15

5 Net NPA Ratio 3.59 2.89 1.88

6 Priority Credit to Net Credit 42 44 43

7 Business Per Employee (Rs. In Crore) 2.50 3.00 3.51

8 Profit Per Employee (Rs. In Lakh) 2.26 2.97 2.48

Decadal Performance

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(Rs. in Crores)   1994-

951995-

961996-

971997-

981998-

991999-2000

2000-01

2001-02

2002-03

2003-04

Number of Branches     2136 2192 2262 2312 2379 2397 2405 2409 2424 2469 Capital 590 485 485 578 578 578 578 578 410 410 Reserves 1144 1446 1564 1725 1835 2018 2237 2894 3739 4842 Deposits 22475 26243 31445 38045 41959 48001 59070 64030 72095 86345 Quantum Increase 2636 3768 5202 6600 3914 6042 11069 4960 8065 14250 % Increase 13.29 16.77 19.82 20.99 10.29 14.40 23.06 8.40 12.60 19.77 Non-Resident Deposits 2953 3879 4984 6302 7589 8918 9877 11358 12482 12909

Foreign Business Turnover * 20172 26438 27741 34238 39859 53634 61119 59333 65676 67347

Advances (Net) 10878 13096 14413 16825 19530 23547 27832 33127 40472 47639

Advances to Priority Sector 4125 4892 5702 6735 7034 7667 9139 10536 14604 19580

Export Credit 2065 2434 2603 2813 2789 3007 3517 3672 4429 5497 Total Number of Staff 53327 54044 54316 54703 55097 55363 48257 47796 47566 47613 Total Income 2801 3382 3869 4431 5319 5687 6536 7799 8170 9080 Total Expenditure 2597 3129 3721 4228 5094 5451 6251 7058 6173 6221 Operating Profit 552 651 654 673 957 923 1131 1656 1997 2859 Net Profit 204 253 147 203 225 236 285 741 1019 1338

Mission:

“Pursuit of Excellence.”

Bank’s Motto:

“Serving to grow growing to serve.”

Branches & Offices:

The bank has a network of 2508 branches, spread over 25 states/4 union territories of the

country and one overseas branch at London, which are administered through –

13 Circle offices and 1 international division.

38 Regional Offices.

Branches & Offices Abroad

Canara bank established its International division in 1976, to supervise the functioning of

its various foreign departments, to give required thrust to foreign exchange business,

particularly exports and to meet the requirements of NRI’s.Though small in size, the

bank’s presence abroad has brought in considerable foreign business, particularly NRI

deposits

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The Bank has its presence abroad, as under:

Canara Bank, London, UK ( branch)

Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary)

Canara Bank, Moscow (representative office)

Al Razouki Intl. Exchange Company, Dubai, UAE.

( DD drawing facility on Canara Bank)

Eastern Exchange Establishment. Doha, Qatar.

(Management agreement and DD drawing facility on Canara Bank)

Subsidiaries:

1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited

Company, sponsored by Canara bank is the number one amongst the bank

sponsored Housing Finance Companies in India.

2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara

Bank is a market leader in Factoring business and continues to serve the business

enterprises/small scale industries by offering this specialized financial service

product.

3. Canbank Venture Capital Fund (CVCF) the only Bank’s sponsored Venture

Fund in India was established on 21.10.1989 by Canara Bank as a trust. The

objective of CVCF is to extend assistance by way of investing in green field,

growth oriented enterprises and small and medium scale ventures by technocrat

entrepreneurs.

4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank

was established on 31.08.1994 with the main objective of developing and

marketing computer software for the banking industry and other related financial

services industry.

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5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited

(GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda

and Corporation Bank as a Primary dealer accredited by the Reserve Bank of

India, for developing an active secondary Market for government securities and

treasury bills.

6. Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual

Fund in India. CMF has floated various schemes for carrying Mutual Fund

business.

7. Canbank Financial Services Limited (CanFina) was established on 01.06.1987

as a wholly owned Subsidiary of the Bank. Focus of this Company was on

business relating to Merchant Banking activities, Registrar and Transfer services,

Share Broking and leasing and Hire Purchase and Portfolio Management Services

etc…

ORGANISATION STRUCTURE OF CANARA BANK

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Chairman & MD (CMD)

Note: GM —General Manager

DGM – Deputy General Manager

AGM – Assistant General Manager

Customer Support:

IT Driven

ATM Anywhere Banking

Anywhere Banking Tele Banking

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Board Secretary

Executive Director[ED]

CMD’s Secretary

Company Secretary

GM

DGM

AGM

Divisional Manager/Chief

Manager

Senior Manager

ED’s Secretary

Manager

Workmen Staff

Officer

11

Customer terminal computerized information Facilitation

NRI Services

Non Resident External Rupee Account.

Non Resident Ordinary Account.

Foreign Currency Non Resident Accounts-Banks.

Loans & Advances

Retail Loan Products -

Canmahila.

Housing Loan.

Home Improvement Loan.

Cancarry.

Cancash.

Canmobile.

Canbudget.

Teachers Loan.

Canmahila :

A Loan Scheme exclusively designed for the benefit of women.

Loan for women Aged between 18 and 55 years, Married or single, Working or

not (housewives also), Engaged in business or self employed.

To meet any personal financial needs, viz., for buying household articles, gold

jewellery, computers, gift articles, etc.

No Security required in case of working women, however, in respect of a non-

working woman, for loan amount exceeding Rs.25,000./-, co-obligation of

husband / parent / son is insisted.

Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months

Housing Loan:

Purpose: For construction / purchase / repairs / additions / renovations of

residential house / flat including the purchase of land and construction thereon.

For taking over of the Housing Loan liability with other recognized Housing

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Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies

and Commercial Banks at prevailing low rate of interest.

Eligibility: Salaried individuals, individuals engaged in business / professionals

and self-employed persons.NRIs are also eligible to avail loans without specific

permission of RBI.Persons above the age of 55 years are also eligible subject to

certain stipulations.

Maximum loan amount of Rs.50 lacs for purchase / construction of house / flat.

(Loan is also granted up to Rs.1 crore selectively.) And Rs.7.5 lacs for repairs /

renovations / additions to the existing house / flat.

Security: Mortgage of House / Flat

Repayment: In convenient equated monthly installments up to 20 years

 Home Improvement Loan :

Purpose: For furnishing house / flat with household furniture items, air conditioners,

wardrobes, kitchen cabinets, refrigerator, washing machine, etc.,

Can be availed along with a Housing Loan from Canara Bank

OR Without any Housing Loans

This loan can also be availed where a Housing Loan is already obtained from

Canara bank and the liability is subsisting.

Eligibility: Owners of House / flat who are salaried individuals / individuals

engaged in business / professionals / self-employed. NRIs are also eligible.

Salaried individuals with minimum 25% net take home salary or Rs.2000/- after

meeting loan repayment, whichever is more. Other than salaried individuals -

minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns.

Repayment: In convenient equated monthly installments up to 60 months

Security: Hypothecation of assets created out of this loan. Mortgage of house /

flat (if housing loan is availed from Can Bank) suitable co-obligation / personal

guarantee. Waivers considered selectively.

Loan Quantum & Margin:

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1. When availed along with Housing Loan from Canara Bank, amount up to one

year's gross salary / income over and above the normal eligible amount for

housing finance.

2. In other cases, one year's gross income / salary will be reckoned to determine the

loan quantum under this Scheme.

3. Subject to above, normally, the maximum loan quantum shall be Rs.2 lacs. Higher

quantum considered selectively.

4. If availed as a part of the housing finance from canara Bank, then, the margin

stipulated is 15%. In other cases, the margin is 20%.

Cancarry (Loan to purchase Consumer Durables)

Purpose: To pick up favorite household articles and latest gadgets to enhance

the quality of life. The personal computer, laptop, handy cam, cameras, music

systems, washing machine, microwave oven, refrigerators and many other

items.

Eligibility: Salaried individuals with minimum 25% net take home salary or

Rs.2, 000/- after meeting loan repayments, whichever is more. Other than

salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by

IT Returns.

Finance up to 80% of the invoice value or 15 months of net salary, whichever

is less. And for non salaried persons and professionals, finance up to 50% of

net annual income of immediate previous year or 80% of the invoice value

whichever is less.

Repayment: In convenient equated monthly instalments up to 36 months.

Cancash - (Loan against Shares)

Cancash loan can be availed by pledging investments in Shares, Debentures,

Bonds or Units.

Eligibility: Individuals - Existing customers with satisfactory dealings. New

customers - well-introduced and credit worthy can also avail.

Amount of Finance: Shares and Debentures - up to 60% of market value, PSU

Bonds up to 70% of Market Value, Units of UTI and CBMF - 50% of NAV or

market value whichever is less.

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Repayment: Up to 60 months. EMI is also acceptable.

Canmobile - Vehicle Loan

Purpose: For buying new or used four wheeler / new two Wheeler.

Eligibility: Salaried persons, professionals and business people, with

qualifying income and required repayment capacity. Reputed firms and

corporates are also eligible.

Loan amount up to 90% of the invoice value. There is no ceiling on maximum

loan amount.

Loan also available for used cars, Up to 75% of the value.

Repayment: In convenient Equated Monthly Instalments up to 72 months in

case of four wheelers.48 months in case of two Wheeler.

Canbudget:

A simple Personal Loan Scheme exclusively for the benefit of employees of

Corporates, PSUs, Government Departments, Institutions, etc.,

Purpose: To meet genuine personal needs.

Eligibility: Confirmed employees of reputed PSUs and Joint Stock

Companies ,Confirmed Central / State Government officials, Lecturers / Asst.

Professors / Professors of Colleges / Research Institutions and Universities

,Employees salary account has to be maintained with Canara bank branch

Net take home salary - 40% of the gross salary. Selectively up to 25% of gross

salary is also permitted.

Quantum: Six months' gross salary or Rs.1 lac whichever is less.

Repayment: In convenient Equated Monthly Instalments up to 60 months.

Security Normally, Co-obligation is required for loans above Rs.50,000/-

Teachers Loan:

Purpose: To meet any genuine personal needs

Eligibility: All confirmed teaching / non-teaching staff working in a school /

college - drawing salary through Canara bank branches

Quantum: 6 months' net salary or Rs.1, 00,000/- whichever is less.

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Repayment: Up to 36 months. EMIs also possible.

Security : A life insurance policy or a suitable co-obligation

Commercial Banking Loans:

Working Capital Finance - Cash Credit

Bill Discounting

Term Loans

Export Finance

Non Fund Based Limits - Letters of Credit

Bank Guarantee

Other Commercial Loans Loans to SSIs

Loans to Traders

Agriculture Loans

Other priority Sector loans

Agriculture & Rural Credit

  -  Kisan Credit

  -  Loans for setting up Agri Clinic

  -  Minor Irrigation Loans

  -  Farm Machinery Loans

  -  Farm Development Loans

  -  Vehicle Loan for Agriculturists

  -  Loan for Plantation Crops

  -  Loan for Marine Fisheries

  -  Loan for Inland Fisheries

  -  Loan for Sericulture

BABASAB PATIL 16

  -  Loan for Purchasing Agricultural Land

  -  Loan for Poultry

  -  Export Credit for Agro Products

-Other Agricultural Schemes

Vidyasagar (Educational Loan)

Housing Loan

Other Priority Sector Loans

Government Sponsored Schemes

Lead Bank Activities

Agricultural Consultancy Services

General Facilities

Safe custody Services

Safe custody Lockers

Nomination Facility

Deposits

Fixed Deposit:

It is safe, liquid and fetches high returns.

Minimum Rs. 1000/-, Maximum - No ceiling.

Period of Deposit - 15 days to 120 months.

Interest Payment - Monthly, Quarterly, Half-yearly or Annual intervals at

depositor's choice.

Facility of part withdrawal of deposits in units of Rs.1000/- keeping the rest of the

deposit to earn contracted rate of interest.

Closure before maturity permissible.

RECURRING DEPOSITS :

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Enables to build up a sizeable capital in a regular and systematic way.

Amount of Deposit As low as Rs.50/- per month(in multiples of Rs.50/-)

No ceiling on maximum amount

Closure before maturity

Loan against deposit permissible

Interest compounded every quarter

CANBANK AUTO RENEWAL DEPOSITCARD :

Self-propelled phenomenon that rotates deposits to fetch higher returns.

Period of deposit: 15 days to 46 days.

Auto renewal: CARD has built-in features for automatic renewal of the deposit,

with or without interest accrued.

Loans against deposits permissible.

Closure before maturity permissible.

CANFLEXI DEPOSITS

A combination of Savings Account and Fixed Deposit, CANFLEXI enables to

earn maximum interest. Automatic transfer of funds beyond Rs.15, 000/- from

Savings Bank account to an automatically created Fixed Deposit in multiples of

Rs. 1000/-, earning more interest.

Savings bank account continues to serve as before.

If cheque amount exceeds the available balance in Savings Account balance,

Canflexi transfers funds from fixed deposit account, to ensure that cheque is

honored.

Such transfers are effected automatically in multiplies of Rs.1000/- allowing the

remaining portion of the Fixed Deposit to earn contracted rate of interest.

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ASHRAYA DEPOSITS ( For senior citizens )

Individuals, who have completed the age of 60 years and above, are eligible.

Accounts can be opened jointly with other Senior Citizens or with other persons

below the age of 60 subject to the condition that the Senior Citizen is No.1

depositor...

Period of Deposit - 15 days to 120 months.

Age proof certificate to be produced.

Loans against deposits permitted

SWOT ANALYSIS

Strengths:

Canara Bank is a premier leading public sector bank enriched with banking discipline,

founder principles, and steady growth. The organizational study shows a significant

improvement in Net profits year after year. For the year March 2004 the bank clocked

highest net profit of Rs1338 Crore among nationalized banks. It has registered a net profit

of Rs1110 crore for the year March 2005.There assets are qualified workforce and brand

name in India. Major income is Interest on advances. It is in the business for 100 years,

which celebrated its centenary year this year. It has a separate Planning and development

wing.

The present stature of the bank is due to strong fundamentals and quality customer

orientation. Profit making since its inception the bank today epitomizes a perfect blend of

commercial and social banking.

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Weaknesses

Structural Barriers – delay in decision making due to a tall hierarchy.

Opportunities:

Economic scenario is favorable to banking sector as compared to other industries. As for

as the bank is concerned it has many opportunities

More Rural Branches: It can concentrate into more rural areas.

Technological Breakthrough: Credit/Debit Card, Electronic Fund transfer and

mobile Banking. It can ring customers into these services.

Foreign Accounts (Deposits)

Threats:

Liberalization policy of the government is an alarm for public as well as private sector

banks. With the hike in FDI in Banking foreign banks have good opportunities. These

foreign banks take away the customers of Public sector banks. The bank continues to face

competition from private banks like ICICI, HDFC, and UTI etc…

It should prepare itself for major threats like mergers in the banking; increasing NPAs,

New technology, Electronic cash transfer, and internets banking that are predominant

today.

BABASAB PATIL 20

DETAILS OF SECTIONS/DIVISIONS/DEPARTMENTS COMING

UNDER EACH FUNCTIONAL WING OF HEAD OFFICE

PERSONNEL WING:

1.    Personnel Management Section

2.    Industrial Relations Section

3.    Human Resources and Organization Development Section

4.    Head Office Staff Administration Section

5.    House Magazine and Library Section

6.    Official Language Section

7.    Staff Training College

8.    Recruitment Cell

9.    SC/ST Cell

PLANNING AND DEVELOPMENT WING:

1.      Development Section

2.      Economic Research Section

3.      Management Information and Planning Section

4.      Customer Service Section

5.      Publicity and Public Relations Section

BABASAB PATIL 21

6.      Corporate Merchant Banking Division

7.      Marketing, Research & Product Development Section

8.      Corporate Cash Management Services

CORPORATE CREDIT WING:

1.    General Credit Sanctions-I Section

2.    General Credit Sanctions-II Section

3.    Export Import Credit and Development Section

4.    Project Finance Department

RECOVERY WING:

1.      Recoveries Section

2.      NPA Management Section

3.      Legal Section

4.      Sick Industries and Rehabilitation Section

RISK MANAGEMENT WING:

1.    Credit Policy Section

2.    Industrial Advisory Division

3.    Risk Management Section

BABASAB PATIL 22

4.    Credit Monitoring and Statistics Section

5.    Credit Review Section I & II

FINANCIAL   AND GENERAL ADMINISTRATION WING:

a)      General Administration Department –

1.      Furniture and Bills Section

2.      Premises, Policy and Administration Section

3.      Technical Cell

4.      Records and Tappal Section

5.      Premises and Estate Section

6.      Printing Section

7.      Stationery Section

8.      Central Security Cell

9.      Estate Policy and Control Section

.

b)      Accounts and Taxation Department –

1.      Balance Sheet and Central Accounts Section

2.      Staff Provident Fund

3.      Staff Welfare Fund

4.      Pension Fund

5.      Government Accounts Section

BABASAB PATIL 23

6.      Executor, Trustee and Taxation Section

7.      IBA Réconciliation Section

8.      DD Réconciliation Section

9.      ATM and Debit Card Reconciliation Section

PRIORITY CREDIT WING:

1.    Priority Credit Section

2.    Agricultural Consultancy Services

3.    Small Scale Industries Division

4.    Regional Rural Banks Division

5.    Rural Development Section

6.     Social Banking Cell

INSPECTION WING:

1.      Planning Section

2.      Follow Up Section

3.      Review and Reporting Section

4.      Information Systems Audit Section

5.      Vigilance Department

BABASAB PATIL 24

6.      Staff Administration Section

7.      Organization and Methods Section

DEPARTMENT OF INFORMATION TECHNOLOGY - WING:

1.       Department of Information Technology

TREASURY AND INTERNATIONAL OPERATIONS WING:

1.      Treasury and Investment Division

2.      Overseas Banking Division

RETAIL BANKING AND SUBSIDIARIES WING:

a)      Cancard Division

b)      Retail Banking Division

1.      Retail Banking Division

2.      Bancaassurance Section

3.      Cross Selling of Mutual Fund Products Section

BABASAB PATIL 25

c)      Subsidiaries Division

1. Subsidiaries Section

Names of Subsidiaries and Associates

a)      Canbank Mutual Fund Limited

b)      Canbank Factors Limited

c)      Canfin Homes Limited

d)      Canbank Investment Management Services Limited

e)      Canbank Computer Services Limited

f)       Canbank Venture Capital Fund Limited

g)      Gilt Securities Trading Corporation Limited

h)      Canbank Financial Services Limited

BABASAB PATIL 26

HRD Practices

From a small town bank, started way back in 1906, today the bank has grown to

become a frontline banking institution of India with sound foundations. As on

31.03.2005 the bank has manpower strength of 47389. The bank has committed and

efficient workforce which includes Specialist Officers, Sports Personalities and

Artists. The bank has been fore runner in establishing its own training system way

back in 1950. The bank has 13 regional training centers and 1 apex level training

college in Bangalore which takes care of knowledge, skill, and attitudinal

development of the employees. The bank also sponsors individuals to external

training programs both within and outside the country.

HRD Concepts/Systems Practiced in the Bank

A number of HRD initiatives are in practice in the Bank. More emphasis is given

for four HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions

and Staff Meetings.

Quality Circles

Quality Circle is a time tested tool of Total Quality Management (TQM) which

promotes team spirit, cohesive quality work culture, commitment and involvement of

employees.

The bank has 1000 active Quality Circles which took up projects on varied

subjects, many of which were on areas of corporate concern.

Every year Circle level and Apex level Quality Circle Contests are conducted. 23

teams participated in the Apex level contest for the year 2004-05. Besides this

Bank's teams are also participating in Chapter level, National level and

International level contests. This year two of the Quality Circle teams were sent

for the International Convention on Quality Circles at Bangkok and 11 Quality

Circle teams participated in National level Quality Circle Contest held at Mumbai.

Study Circle

Concept of Study Circle aims at self development of employees by encouraging

the desire to acquire/update knowledge, information and experience.

BABASAB PATIL 27

Inside / Outside guest lecturers specialized in different topics of common man’s

use are invited to share their experience.

Study circle meets are conducted once in two months in administrative offices and

once in a quarter in the branches.

Brain Storming Sessions

This is a technique for generating ideas and suggestions on topics of relevance and also to

provide alternate solutions to problems by simulative thinking and imaginative power of

cross section of employees.

Corporate Topics are selected for each quarter and BSS are conducted in

administrative offices / branches on the topic during every quarter.

During the year 2004-05, 3225 Brain storming sessions were held in the bank.

Staff Meetings

Staff Meeting aims at group synergy, team building, open culture, family feeling

and talent recognition which individually and cumulatively benefit the

organization.

Goals / targets set for the unit / bank is discussed in the monthly Staff Meetings

conducted at all branches / units and action plan is drawn in achieving the goals

set.

Every year all the branches/offices and units under administrative offices conduct

staff meetings each month.

ISO CERTIFICATION

In the Indian Banking Sector, Canara Bank was the first bank to get ISO

certification for “Total Branch Banking” – for its Seshadripuram Branch,

Bangalore in 1996

presently the bank is having 770 branches and 12 administrative units with ISO

certification

IN - HOUSE PUBLICATIONS / JOURNAL

Bank's prestigious bi-monthly-bi-lingual house journal “Shreyas” has won as

many as 25 national awards so far, which includes prestigious awards like Media

BABASAB PATIL 28

India Award for the best house journal in India and awards instituted by Reserve

Bank of India for house journals, public relations society of India, Bangalore

Chapter.

In 2004-05, shreyas has won two National Awards 'A Certificate of Merit' in the

bilingual magazines category from 'Association of Business Communication of

India' & an award for 'Best Print Quality' from Mayaram Surjan Foundation,

Raipur

Awards:

Best Bank (Runner up)- Public sector 2003-04 Award By Annual Outlook

Money Awards

First Bank to get an award instituted by The Ministry of SSI as “National

Award to Banks for Excellence in SSI Lending” for its excellence under SSI

for the year 2002-03.

Corporate Social Responsibility – Citizen II Award for 2003 instituted by FICCI

for excellence in various social fields

The bank is positioned 1271 in the Forbes magazine list of 2000 firms

worldwide, making it one among the 27 Indian companies to feature in the list.

GRIEVANCE REDRESSAL MACHINERY

For attending to customers’ grievances, the bank has an independent Customer Service

Section at apex level i.e. at Head Office, Bangalore and Customer Service Section headed

by Divisional Managers at all 13 Circle Offices who have been exclusively designated to

monitor customer service at branches coming under the respective circles and also to

attend to customer grievances till redressal.

BABASAB PATIL 29

Customer Meet is conducted by the Bank on 15th of every month (next working day, if it

happens to be Saturday or Holiday) at Head Office/Circle Office/Regional

Offices/Branches to receive customer complaints /suggestions for improvement. 24 Hour

telecontact service facility is available in the Bank to facilitate customers to register their

grievances and seek redressal in quickest possible time.

Definition of Training:

“It is any attempt to improve current performance by increasing an employee’s ability to

perform through learning, usually by changing the employee’s attitude or increasing his

or her skills and knowledge.”

Objectives of Training:

General objectives of any Training program are:

BABASAB PATIL 30

1. To impart the basic knowledge and skill to the new entrants and enable them to

perform their jobs well.

2. To equip the employee to meet the changing requirements of the job and the

organization.

3. To teach the employee the new techniques and ways of performing the job or

operation.

4. To prepare employees for higher level tasks.

Importance of Training:

Training benefits both the employees and employers. It makes the employee more

productive and more useful to an organization.

a. Training enables the employee to develop and rise within the organization

b. Training makes the employee more loyal to an organization.

c. Training makes an employee to work more efficiently.

d. Training enables to secure promotions easily.

e. Training reduces wastages as the employees use the tools properly.

Areas of training:

1. Knowledge: Awareness of the rules & regulations and policies of the company.

2. Social Skills: Teaching the employee how to be a team member and get ahead.

3. Technical Skills: Teaching the employee regarding the technical aspects of his

job.

4. Decision making and Problem solving Skills: Emphasis on methods and

techniques for making organizational decisions and solving work related

problems.

BABASAB PATIL 31

Evaluation of Training:

Definition: “Any attempt to obtain information on the effects of training on

performance and to assess the value of training in the light of that information.”

Objectives of Training Evaluation:

1. To check the effectiveness of training to improve performance of employees on

the jobs.

2. To ascertain how far the training is useful to improve career prospects of

individual employees in the organization.

3. To identify the deficiencies of the training for the purpose it is intended in order to

incorporate additions to the training program.

4. To identify unnecessary aspects in the training program for the purpose of deleting

such things from the training program.

Principles of Evaluation:

1. Evaluation must be continuous.

2. Evaluation must be specific.

3. Evaluation must be based on objective method and standards.

4. Evaluation specialist must be clear about the goods and purpose of

evaluation.

Techniques of Evaluation:

1. Questionnaires

2. Tests

3. Interviews

4. Cost benefit analysis

BABASAB PATIL 32

5. Feed back

Evaluation methods:

1. Test-retest method: Participants are given a test before they begin the program.

After the program is completed the participants retake the test. This test may not

be valid but more importantly, Increase in test scores may be due to causes other

than the training program.

2. Pre-post performance method: In this method each participant is evaluated prior

to training and rated on actual job performance.After instruction (program) is

completed the participant is reevaluated. It deals directly with job behavior.

3. Experimental – Control group method: Two groups are established i.e.

experimental & Control group, comparable as to skills, intelligence and learning

abilities and evaluated on actual job performance. Members of control group work

on the job but do not undergo training. Experimental group is given the training.

At the conclusion of the training the two groups are reevaluated.

4. Four factor comparison method (Kirkpatrick model): This method is proposed

by Kirkpatrick& others. According to this method evaluation of following 4

factors are essential to determine the effectiveness of training program. These are

1) Reaction: Employees reaction to the training program by itself is a good

indicator. This is subjective evaluation. However it reveals the attitude of the

trainees to the training program. Reaction is obtained by opinion surveys and

taking majority views.

2) Learning: In this case an attempt is made to assess whether the trainees have

learned the skills and knowledge intended to be imparted through the training

program.

3) Behavior: here the trainee’s behavioral pattern is examined carefully after his

training program for the purpose of evaluating whether there are changes in

his behavior in the job compared to the period before the training program was

imparted.

4) Result: This is a method of evaluating quantifiable indices or attributes of

performance which can be directly related as a result of training. For example

BABASAB PATIL 33

Productivity, reduction in rejection rates of finished goods, incidents of

accidents, absenteeism, conflicts, etc….

Statement of the problem:

“Organizational study accompanied by a survey on training effectiveness” at Canara

Bank Bangalore.

Objectives of the study:

To find out the effectiveness of training at Canara Bank and to get employees opinion on

the same.

Scope of the study: The study is restricted to Canara Bank. It was conducted in

Bangalore (Head office)

Type of Research: Exploratory

Sources of Data Collection: The required data will be collected through both Primary

and Secondary source. The primary data is collected through structured questionnaire &

the secondary data will be collected through journals, websites and text books.

BABASAB PATIL 34

Sampling Technique: The sampling technique used was non-probabilistic sampling

under which convenient sampling method was used.

Sample Size: A sample of 25 people has been selected for the study.

Sample Description: The sample includes senior managers, managers and officers.

Instrumentation Technique: structured questionnaire was used for data collection. The

questionnaire was distributed among the employees to get their responses. The data

collected was analyzed and interpreted.

Plan of analysis: The collected data was checked, classified and tabulated. Charts were

drawn to represent the data wherever it was required.

Limitations of the study:

1. Due to organizational restrictions the sample was restricted to 25. More samples

would have provided better results.

2. The study is restricted to Canara Bank only it has no universal application.

3. Personal details were not given by some employees during the survey.

BABASAB PATIL 35

1. How many years of service have you completed in Canara Bank?

Table 1 Years of service at Canara Bank

Years Of Service At Canara Bank

12%

4%

8%

12%

40%

24%0-5 years

5-10 years

10-15 years

15-20 years

20-25 years

Above 25 years

Chart 1: Years of service at Canara Bank

The above pie chart shows that:

12% of the respondents have 0 - 5 years experience.

4% of the respondents have 5-10 years experience.

8% of the respondents have 10-15 years experience.

12% of the respondents have 15-20 years experience.

40% of the respondents have 20-25years experience.

24% of the respondents have above 25years experience.

BABASAB PATIL

Years No of people0-5 years 35-10 years 110-15 years 215-20 years 320-25 years 10Above 25 years

6

36

2. Have you attended any Training program earlier?

Table2 Training Program Attendance

Yes100%

No0%

Yes

No

Chart 2: Training Program Attendance

The above pie chart shows that all the respondents (100%) have attended training programs earlier.

BABASAB PATIL

Yes 25No --

37

3. Do you think the Training Program met your needs & expectations?

Table3 Satisfaction of needs and expectations by Training program

Yes72%

No28%

Yes

No

Chart 3: Satisfaction of needs and expectations by Training program

The above pie chart shows that 72% of the respondents are of the opinion that the

Training program met their needs and expectations.

28% of the respondents are of the opinion that the Training program did not meet

their needs and expectations.

BABASAB PATIL

Yes 18No 7

38

4. Whether adequate training facilities were provided?

Table 4 Training Facilities

Yes84%

No16%

Yes

No

Chart 4: Training Facilities

The above pie chart shows that:

84% of the respondents feel that adequate training facilities were provided.

16% of the respondents feel that adequate training facilities were not provided.

5. Was the content of the program (course) logically organized?

BABASAB PATIL

Yes 21No 4

39

Table 5 Logical Course Content

Yes80%

No20%

Yes

No

Chart 5: Logical Course Content

The above pie chart shows that:

80% of the respondents are of the opinion that content of the training program was

logically organized.

20% of the respondents are of the opinion that content of the training program was not

logically organized

BABASAB PATIL

Yes 20No 05

40

6. Whether you exchange the knowledge gained at the training center with your

colleagues at your workplace?

Table 6: Information Exchange at the workplace

Yes 23No 2

Yes92%

No8%

Yes

No

Chart 6: Information Exchange at the workplace

The above pie chart shows that:

92% of the respondents exchange the knowledge gained at the training center with

colleagues at their workplace.

8% of the respondents’ don’t exchange the knowledge gained at the training

center with colleagues at their workplace.

BABASAB PATIL 41

7. The batch size of the program was

Table 7: Batch Size of the Training Program

Just Right 20Too Few 2Too Many 3

Just Right80%

Too Few8%

Too Many12%

Just Right

Too Few

Too Many

Chart 7: Batch Size of the Training Program

The above pie chart shows that:

80% of the respondents are of the opinion that batch size of the training program was just

right.

8% of the respondents are of the opinion that batch size of the training program was too

few.

12% of the respondents are of the opinion that batch size of the training program was too

many.

BABASAB PATIL 42

8. Quality of the training program was

Table 8: Quality of the training program

Excellent20%

Good60%

Average20%

Excellent

Good

Average

Chart 8: Quality of the training program

The above pie chart shows that:

20% of the respondents are of the opinion that quality of the training program was

Excellent.

60% of the respondents are of the opinion that quality of the training program was good.

20% of the respondents are of the opinion that quality of the training program was

Average.

9. In what way the training program was useful?

BABASAB PATIL

Excellent 5Good 15Average 5

43

Table 9: Usefulness of the Training Program

24%

56%

12%

8%

Improvement in Skills

Enhancedknowledge

Self Development

Attitudinal Changes

Chart 9: Usefulness of the Training Program

The above pie chart shows that

24% of the respondents are of the opinion that the training program brought

improvement in skills.

56% of the respondents are of the opinion that the training program enhanced

knowledge.

12% of the respondents are of the opinion that the training program was useful in

self development.

8% of the respondents are of the opinion that the training program brought

attitudinal changes.

BABASAB PATIL

Improvement in Skills 6Enhanced knowledge 14Self Development 3Attitudinal Changes 2

44

10. Whether the course material provided during the training was useful?

Table 10: Usefulness of the Course material

Yes92%

No8%

Yes

No

Chart 10: Usefulness of the Course material

The above pie chart shows that

92% of the respondents feel that the course material provided during the training

was useful.

8% of the respondents feel that the course material provided during the training

was not useful.

BABASAB PATIL

Yes 23No 2

45

11. Do you feel that you will be able to handle your job better after attending the

training program?

Table 11: Effect of training on the job

Yes88%

No12%

Yes

No

Chart 11: Effect of training on the job

The above pie chart shows that:

88% of the respondents feel that the training program helps to do their job better.

12% of the respondents disagree with it.

BABASAB PATIL

Yes 22No 3

46

12. What was your overall impression to the training program?

Table 12: Overall impression to the training program

12%

48%

40%

0%

Excellent

Good

Satisfactory

Below Average

Chart 12: Overall impression to the training program

The above pie chart shows that:

12% of the respondents feel that overall the training program was excellent.

48% of the respondents feel that overall the training program was good.

40% of the respondents feel that overall the training program was satisfactory.

13. To what extent the Knowledge gained at the training centre is useful in your

day to day functioning?

BABASAB PATIL

Excellent 3Good 12Satisfactory 10Below Average 00

47

Table 13: Usage of knowledge gained at the Training Center in day to day functioning

24%

76%

0%

To a great extent

To some extent

Discourage

Chart 13: Usage of knowledge gained at the Training Center in day to day

functioning

The above pie chart shows that:

24% of the respondents are of the opinion that the knowledge gained at the

training centre is useful to a great extent in day to day functioning.

76% of the respondents are of the opinion that the knowledge gained at the

training centre is useful to some extent in day to day functioning.

Summary of Findings:

1) The respondents are well qualified ranging from graduates to post graduates.

BABASAB PATIL

To a great extent 6To some extent 19Discourage --

48

2) The designation of the respondents range from Officers to senior managers.

3) All the respondents (100%) have attended training programs earlier.

4) Maximum number of respondents’ i.e.72% of them felt that the training program

met their needs and expectations.

5) 84% of the respondents have stated that adequate training facilities were provided.

6) 80% of the respondents felt that the content of the training program was logically

organized.

7) 92% of the respondents exchange the knowledge gained at the training center with

colleagues at their workplace.

8) 80% of the respondents felt that the batch size of the training program was just

right.

9) 60% of the respondents felt that the quality of the training program was good.

10) 56% of the respondents have stated that the training program enhanced their

knowledge.

11) 92% of the respondents felt that the material provided during the training program

was useful.

12) 88% of the respondents are able to do their job better after attending the training

program.

13) The overall reaction to the training program was good which forms 48%.

14) Most of the respondents i.e. 76% have stated that knowledge gained at the training

centre is useful to some extent in day to day functioning.

BABASAB PATIL 49

Suggestions:

Product awareness programs, marketing oriented programs must be

introduced.

More on the job support should be provided.

Training programs should be well defined and well planned.

The Training program’s contents should be designed keeping in view the

jobs assigned or to be assigned.

Latest developments in the field are to be dealt along with the training program

Need based training programs should be conducted.

Identification of the trainees should be properly done.

BABASAB PATIL 50

Conclusion:

By the study conducted on training effectiveness at Canara Bank we can conclude that in

all respects the training programs were successful and for majority of the respondents the

training program met their needs and exoectations.However it was found that there should

be more on the job support to encourage employees to practice what they learnt. It was

glad to know that majority of the respondents rated the quality of the training program as

“good”. Overall the training program was good according to the respondents. This shows

the success of the training programs conducted earlier. The open work culture,

commitment and the co-operation among the employees remarkable adaptability to

changing banking environment have enabled Canara Bank to be a “Frontline banking

institution of global standards”

BABASAB PATIL 51

Recommendations:

1) Retraining in certain areas is necessary as it improves the efficiency of the

employees.

2) Training programs to take into account the growing status of Bangalore as

software and bio-tech hub, with more and more foreigners seeking to settle

their bases who can be the customers for the bank.

3) The bank reflects the philosophy of its founders, training programs (such as

workshops, seminars for the general public) would help to attract more

youngsters to Canara bank into its fold.

My Learning:

The study was helpful in the following respects;

To understand how exactly an organization works.

To know how important is Training and how it increases productivity of

employees.

To interact with people and get their views on organizational issues.

Importance of “Human Resource” in an organization.

To understand the need for Training evaluation.

BABASAB PATIL 52

Questionnaire

Name: Age:

Gender: Designation:

Qualification: Department

1) How many years of service have you completed in Canara Bank? __________

2) Have you attended any Training program earlier?

Yes No

3) Do you think the Training Program met your needs & expectations? Yes No

4) Whether adequate training facilities were provided?

Yes No

5) Was the content of the program (course) logically organized?

Yes No

6) Whether you exchange the knowledge gained at the training center with your

colleagues at your workplace?

Yes No

7) Do you think the batch size of the program was

Just Right Too few Too many

8) Quality of the training program was

Excellent Good Average

9) In what way the training program was useful?(Tick your choice)

a) Improvement in Skills. b) Enhanced Knowledge.

c) Self Development d) Attitudinal Changes.

10) Whether the course material provided during the training was useful?

Yes No

11) Do you feel that you will be able to handle your job better after attending the

training program?

Yes No

12) What was your overall impression to the training program?

Excellent Good Satisfactory Below average

13) To what extent the Knowledge gained at the training centre is useful in your day

to day functioning?

To a great extent To some extent

No encouragement

14) Would you recommend any changes in the training programs?

Please Specify

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

_______________________________

---------Thank you---------

BALANCE SHEET AS AT 31ST MARCH 2005

  ScheduleAs at

31.03.2005(Rs. '000)

As at 31.03.2004 (Rs. '000)

I CAPITAL AND LIABILITIES

  CAPITAL 1 410,00,00 410,00,00

RESERVES AND SURPLUS 2 5698,95,72 4841,64,30

DEPOSITS 3 96908,41,86 86344,55,65

BORROWINGS 4 114,16,42 754,89,70

OTHER LIABILITIES AND PROVISIONS 5 7173,63,33 6971,38,58

TOTAL 3 110305,17,33 99322,48,23

II

II ASSETS 4 . .

  CASH & BALANCES WITH RESERVE BANK OF INDIA

6 4984,38,32 6890,93,76

BALANCES WITH BANKS AND MONEY AT CALL AND SHORT NOTICE

7 3684,34,91 5136,07,51

INVESTMENTS 8 38053,88,36 35792,98,94

ADVANCES 9 60421,40,39 48438,62,78

FIXED ASSETS 10 672,81,43 680,19,55

OTHER ASSETS 11 2488,33,92 2383,65,69

TOTAL 110305,17,33 99322,48,23

II

IV CONTINGENT LIABILITIES 12 59443,17,35 52440,24,95

BILLS FOR COLLECTION 7 3957,95,79 3705,79,86

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31ST MARCH 2005

  ScheduleFor the Year ended

31.03.2005(Rs. '000)

For the Year ended 31.03.2004 (Rs. '000)

I INCOME

  INTEREST EARNED 13 7571,96,88 7063,35,07

OTHER INCOME 14 1543,82,73 2016,48,32

TOTAL 3 9115,79,61 9079,83,39

II EXPENDITURE 4 . .

  INTEREST EXPENDED

15 4421,49,93 4324,56,55

OPERATING EXPENSES

16 2108,97,16 1896,54,91

PROVISIONS AND CONTINGENCIES

5 1475,82,07 1520,71,37

TOTAL 8006,29,16 7741,82,83

III NET PROFIT FOR THE YEAR 1109,50,45 1338,00,56

IV APPROPRIATIONS 6 . .

  TRANSFERS TO 7 . .

STATUTORY RESERVE

8 280,00,00 335,00,00

CAPITAL RESERVE 9 202,70,31 100,35,35

INVESTMENT FLUCTUATION RESERVE

10 230,00,00 510,00,00

REVENUE RESERVES

11 140,65,52 161,39,16

INTERIM DIVIDEND 11 102,50,00 102,50,00

  PROPOSED DIVIDEND

11 123,00,00 102,50,00

DIVIDEND TAX 11 30,64,62 26,26,05

TOTAL 1109,50,45 1338,00,56

EARNINGS PER SHARE

  27.06 32.63

Bibliography

Books

Human Resource Mangement, V.S.P.Rao, Excel Books 2002 Edition

Human Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill Publishing

Websites

http://www.Canbankindia.com/

http://www.indiainfoline.com/

http:// www.Rbi.org.in/

Database

Capitaline plus – Capital Market