Indian Banking and Financial System

Another bank failure, and another bailout by the Government. The tale of fraud and greed in our financial sector has no end in sight. While the regulatory apparatus continues to remain ineffective, the structural issues also remain unaddressed.

In the present study the meaning, importance and significance of Non-Performing Assets (NPAs) have been discussed with the eye towards the recent scenario (2000-2013) of the Indian banking sector. The causes for the high growth rate of NPAs have been brought up pointing out that the major bank-group always responsible for such is the Public Sector Banks and more specifically the Priority Sector has been its main contributor, while for the last two years Non-Priority Sector has taken the top place in raising the levels. The impacts of NPAs are deep and forward-looking. It has been found to have a one-to-one effect on the profitability of the Scheduled Commercial Banks (SCBs) of India, according to the data. Its trend in the SCBs has been examined and found to be decreasing till 2007 and rapidly increasing after that due to high credit expansion.

Supervisor - Dr. Mausumi Manna, Associate Professor, Department of Economics, Scottish Church College, University of Calcutta.

The recently developed theory called Theory of Accountability (Theory A) for organizations of 21st century identifies the various factors which affect the organizational human resources performance. The essential components identified to improve the productivity of any organization based on the postulates of Theory A are (1) Planning, (2) Target setting, (3) Motivation, (4) Work Strategies, (5) Responsibility, (6) Role model, (7) Monitoring & Guiding, and (8) Accountability. The objective of this paper is to apply the components of Theory A to Indian Banking system and to study how to improve the productivity of the banking system for economic progress in India. Accordingly we analysed the business model and the organizational strategy of Indian Banks in terms of their business objectives, service planning, target setting for the employees, employee motivational factors, working strategies to improve productivity, selfand mutual responsibilities among individual employees and in the...

The recently developed theory called Theory of Accountability (Theory A) for organizations of 21st century identifies the various factors which affect the organizational human resources performance. The essential components identified to improve the productivity of any organization based on the postulates of Theory A are (1) Planning, (2) Target setting, (3) Motivation, (4) Work Strategies, (5) Responsibility, (6) Role model, (7) Monitoring & Guiding, and (8) Accountability. The objective of this paper is to apply the components of Theory A to Indian Banking system and to study how to improve the productivity of the banking system for economic progress in India. Accordingly we analysed the business model and the organizational strategy of Indian Banks in terms of their business objectives, service planning, target setting for the employees, employee motivational factors, working strategies to improve productivity, selfand mutual responsibilities among individual employees and in their teams, concept of role model in banking service innovation, continuous monitoring and guiding strategies, and finally accountability of each and every employee at different organizational levels. The applicability of Theory A on both private and public sector banks are discussed in general and suitable suggestions are proposed to the banking sector to improve productivity based on the postulates of
Theory A.

Purpose: The Indian banking business is moving away from transactional banking and toward Relationship Marketing. The banking sector's operations and services have been influenced by the continual and rapid growth of information and communication technology (ICT). For this purpose, the notion of e-CRM, this describes an improved contact with consumers through Internet, web browsers and e- applications. This has been introduced to new research trends. Objective: In this paper, we have defined with empirically to gain an insight of the influencing factors of e-CRM concept and its benefits to both customers and banks. Methodology: This paper develops an evaluating model for selecting best influencing factors of e-CRM to solidify relationships with existing customers based on the influencing factors incorporating with the analytic hierarchy process (AHP) method. Tryouts The proposed model has proven useful in evaluating factors value for the e-CRM conditions by presenting the results of an empirical study.