Vol 4 Issue 5 Nov 2014 ISSN No :2231-5063 ORIGINAL ARTICLE International Multidisciplinary Research Journal Golden Research Thoughts Chief Editor Dr.Tukaram Narayan Shinde Associate Editor Dr.Rajani Dalvi Publisher Mrs.Laxmi Ashok Yakkaldevi Honorary Mr.Ashok Yakkaldevi Welcome to GRT RNI MAHMUL/2011/38595 ISSN No.2231-5063 Golden Research Thoughts Journal is a multidisciplinary research journal, published monthly in English, Hindi & Marathi Language. All research papers submitted to the journal will be double - blind peer reviewed referred by members of the editorial board.Readers will include investigator in universities, research institutes government and industry with research interest in the general subjects. 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Cuza University, Iasi ......More Titus PopPhD, Partium Christian University, Oradea,Romania Editorial Board Iresh Swami Pratap Vyamktrao Naikwade ASP College Devrukh,Ratnagiri,MS India Ex - VC. Solapur University, Solapur R. R. Patil Head Geology Department Solapur University,Solapur Rama Bhosale Prin. and Jt. Director Higher Education, Panvel Salve R. N. Department of Sociology, Shivaji University,Kolhapur Govind P. Shinde Bharati Vidyapeeth School of Distance Education Center, Navi Mumbai Chakane Sanjay Dnyaneshwar Arts, Science & Commerce College, Indapur, Pune Awadhesh Kumar Shirotriya Secretary,Play India Play,Meerut(U.P.) N.S. Dhaygude Ex. Prin. Dayanand College, Solapur Narendra Kadu Jt. Director Higher Education, Pune K. M. Bhandarkar Praful Patel College of Education, Gondia Sonal Singh Vikram University, Ujjain Rajendra Shendge Director, B.C.U.D. Solapur University, Solapur R. R. Yalikar Director Managment Institute, Solapur Umesh Rajderkar Head Humanities & Social Science YCMOU,Nashik S. R. Pandya Head Education Dept. Mumbai University, Mumbai Alka Darshan Shrivastava G. P. Patankar S. D. M. Degree College, Honavar, Karnataka Shaskiya Snatkottar Mahavidyalaya, Dhar Maj. S. Bakhtiar Choudhary Director,Hyderabad AP India. Rahul Shriram Sudke Devi Ahilya Vishwavidyalaya, Indore S.Parvathi Devi Ph.D.-University of Allahabad S.KANNAN Annamalai University,TN Sonal Singh, Vikram University, Ujjain Satish Kumar Kalhotra Maulana Azad National Urdu University Address:-Ashok Yakkaldevi 258/34, Raviwar Peth, Solapur - 413 005 Maharashtra, India Cell : 9595 359 435, Ph No: 02172372010 Email: [email protected] Website: www.aygrt.isrj.org Golden Research Thoughts ISSN 2231-5063 Impact Factor : 2.2052(UIF) Volume-4 | Issue-5 | Nov-2014 Available online at www.aygrt.isrj.org GRT A STUDY ON FINANCIAL PERFORMANCE OF TAMIL NADU STATE CO - OPERATIVE BANK N. Sudhakaran1 and N. Ramu2 1 Ph.D Research Scholar, Department of commerce, Annamalai University ,Annamalai Nagar, Tamil Nadu. Associate Professor, Department of Commerce, Annnamalai University,Annamalai nagar, Tamil Nadu . 2 Abstract:-A Co-operative organisation is a form of economic organisation, in which persons voluntarily pool their resources on the basis of equality of advancement of their economic interests. The user-owners are known as member they derive two kinds of benefit from the Co-operative First, the members can receive more and better service from Co-operatives, if they use it properly. Second, profits are distributed to the member. It functions on the basis of certain conditions or principles, which the participants agree to observe. Some definitions given by prominent Co-operative leaders all over the world have been quoted below:According to International Co-operative Alliance, “a Co-operative is an autonomous association of persons united voluntarily to meet their common, economic, social and cultural needs and aspirations through a jointly owned and democratically controlled enterprise. According to the Co-operative Planning Committee (1946), “Co-operation is the form of organisation, in which persons voluntarily associate together on the basis of equality for the promotion of their economic interests. Those, who come together, have a common economic aim, which they cannot achieve by individual, isolated action because of the weakness of the economic condition of a large majority of them. This element of individual weakness is overcome by the pooling of their resources by making self-help effective through mutual aid and by strengthening the bonds of moral solidarity between them. Keywords:financial perform of TNSC bank, 1.0 INTRODUCTION Co-operative principles are concrete realities and not mere abstractions. They are just a code of conduct for a Co-operative organization, the practice of which may change according to the local conditions. Broadly speaking, there have been three types of Co-operative systems, which are based more or less on the same principles, but which differ from each other in the mode of operation. These three systems are the Rockdale system, the Raiffeisen system and the Schulze- Delizsch system, concerned with the consumers, farmers and the traders respectively. Principles laid down by Rockdale pioneers have been commonly adopted all over the world. They are democratic control, open membership, limited interest on capital, patronage dividend, cash trading, political and religious neutrality and promotion of education. With the spread of Co-operative Movement the need was felt for adopting new procedures. Consequently, international Co-operative alliance provided the following principles N. Sudhakaran1 and N. Ramu2, “A STUDY ON FINANCIAL PERFORMANCE OF TAMIL NADU STATE CO OPERATIVE BANK ”, Golden Research Thoughts | Volume 4 | Issue 5 | Nov 2014 | Online & Print 1 . Study On Financial Performance Of Tamil Nadu State Co - Operative Bank A REVIEW OF LITERATURE Jangid in his doctoral thesis titled “Cooperative Banking in Punjab” attempted to assess the progress of cooperative banking in Punjab The study showed that cooperative banks were playing a vital role as an instrument of development. There was a considerable progress in the resources of cooperative banks. The operational efficiency of these banks showed signs of improvement. It was suggested that with wide resources mobilization, rational allocation, and better supervision, cooperative banking can be geared to achievedsocio economic betterment of Punjab. Kanagasaba made an attempt to study the “Determinants of Profitability – A Case Study of a State Cooperative Bank”, For this the parameters, viz. shortterm loans to total loans, time deposits to total deposits, borrowing to owned funds were taken for a period of 1970-71 to 1979-80. agriculture advances, proportion of time deposits to total deposits and level of borrowings affect the profitability of the bank or not. It was found that these factors affect the profits of the bank positively. So, it was suggested that the bank should design suitable strategies to improve these ratios in order to increase the profitability. Asaithambi in his “Performance Appraisal of Andaman & Nicobar State Cooperative Bank”, assesses the performance of Andaman & Nicobar State Cooperative Bank on different parameters, i.e., deposits, advances and overdues. It was found that the bank has been maintaining high degree of efficiency in every aspect and the success of the bank is due to farsightedness of the management and dedicated services of its employees. “Central Co-operative Banking in a Developing Economy” was undertaken by GovindParrekin the study was intended to scrutinize the financial viability of District Central Cooperative Banks in Rajasthan. The study revealed the poor financial position of all Central Cooperative banks in the state. It also disclosed the critical financial condition and some sort of undeclared insolvency position faced by eight DCCBs in the state. OBJECTIVES 1.To analyse the efficiency of funds management by TNSC Bank. 2.To the effectiveness in funds management by TNSC Bank with respect to resource utilization. METHODOLOGY Descriptive as well as analytical design is used. The present study is based on the secoundary data. The secondary data were analysed with the help of appropriate tools of analysis. Table -1 Compound Model For Own Fund, Deposits, Short Time Liabilities, Working Fund, and Borrowing (`In Crores) Own Fund Yea r Actua l value Predicte d Value 2001 253.73 233.12 2002 315.19 284.97 2003 340.98 348.36 2004 384.93 425.84 2005 468.61 520.57 2006 549.08 636.36 Predicte d Value short time liabilities Actua Predicte l d value value 2383.88 257.50 213.86 2585.33 177.03 210.48 2803.80 180.59 207.15 3040.74 205.68 203.88 Deposits Actual value 2621.8 5 2678.9 9 2910.7 0 3096.2 2 3053.2 9 3115.8 5 3297.70 184.68 200.65 3576.37 196.53 197.48 Golden Research Thoughts | Volume 4 | Issue 5 | Nov 2014 Working fund Actual value 3877.9 8 3987.2 2 4164.5 5 4504.8 6 4788.7 6 5068.4 3 Borrowing Predicte d Value Actual value Predicte d value 3637.43 774.88 554.32 3919.22 815.01 586.79 4222.84 132.28 621.17 4549.99 818.03 657.55 4902.48 5282.28 1082.1 8 1206.7 6 696.07 736.85 2 . Study On Financial Performance Of Tamil Nadu State Co - Operative Bank A 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 R square value F value P value Inter receipt (a) Growth Rate (b) 787.67 1043.70 1258.45 1427.66 1565.01 1681.95 . . . . - 777.90 950.93 1162.45 1421.02 1737.10 2123.48 2595.81 3173.20 3879.02 4770.86 5794.01 3226.49 3964.94 5018.36 5901.83 6118.67 7285.46 . . . . . 3878.60 4206.36 4561.82 4947.32 5365.39 5818.80 6310.52 6843.80 7422.13 8049.67 8729.78 205.91 219.09 346.54 101.67 163.04 191.71 . . . . . 194.36 191.28 188.26 185.28 182.35 179.47 176.63 173.84 171.09 168.41 166.75 5244.98 5886.94 6964.56 7691.96 9458.82 10827.9 . . . . . 5691.50 6132.42 6607.51 7119.39 7670.94 8265.21 8905.52 9595.43 10338.80 11144.60 12008.31 878.22 608.40 830.58 896.21 2177.77 2327.91 . . . . . 780.01 825.71 874.08 925.28 979.48 1036.86 1097.60 1161.90 1229.96 1302.40 1379.22 0.978 0.826 0.24 0.950 0.077 350.52 <0.001** 37.91 <0.001** 0.20 .668 152.82 <0.001** 0.670 0.438 190.701 2198.12 217.297 3375.89 523.644 1.2224 1.0845 0.9842 1.0775 1.0586 1.Note: 1. ** denote significant at 1% level 2.*denote significant at 5% level Source: Annual reports of the TNSC bank Ltd The TNSC Bank has obtained funds from various sources, which are classified under four major categories owned funds, deposits, borrowings and short liabilities. These components and their respective shares in the working funds are also shown in Table 5.1The R Square value for own fund is 0.978, which indicates that97.8 per cent of own fund is extracted over the period of time and is significant at 1 per cent level, it can be inferred that the F value is 350.52 and P Value is less than 0.01, since Inter receipt value is 190.701. The growth rate of own fund is 1.2224, which indicates 22.24 per cent increase over the period from 2001 to 2012. The predicted values for the years 2013, 2014, 2015, 2016 and 2017 are 2595.81, 3173.20, 3879.02, 4770.86, and 5794.01respectively. The R Square value for the Deposits is 0.826, which indicates that 82.6 per cent of deposits is extracted over the period of time and is significant at 1 per cent level; it can be inferred that the F value is 37.91 since P Value is less than 0.01, and Inter receipt value is 2198.12. The growth rate of deposits is 1.0845, which indicates 8.45 per cent of increase over the period from 2001 to 2012. The predicted values for the years 2013, 2014, 2015, 2016 and 2017 are 6310.52, 6843.80, 7422.13, 8049.67 and 8729.78 respectively. The R Square value for the short liabilities is 0.24, which indicates that 24 per cent of short liabilities is extracted over the period of time and is significant at 1 per cent level;it can be inferred that the F value is 0.20 since P Value is less than 0.01, and Inter receipt value is 217.297. The growth rate of short liabilities is 0.9842, which indicates 98.42 per cent of increase over the period from 2001 to 2012. The predicted values for the year 2013, 2014, 2015, 2016 and 2017 are 176.63, 173.84, 179.09, 168.01 and 166.75 respectively. The R Square value for the working fund is 0.950, which indicates 95 per cent of working fund is extracted over the period of time and is significant at 1 per cent level, it can be inferred that the F value of 152.82 since P Value is less than 0.01, and Inter receipt value is 3375.89. The growth rate of working fund is 1.0775, which indicates 7.75 per cent of increase over the period from 2001 to 2012. The predicted values for the years 2013, 2014, 2015, 2016 and 2017 are 8905.52, 9595.43, 10338.80, 11144.60 and 12008.31 respectively. The R Square value for the Borrowings is 0.077, which indicates that 7.7 per cent of Borrowings is extracted over the period of time and is significant at 1 per cent level;it can be inferred that the F value is 0.670 since P Value is less than .438, and Inter receipt value is 523.644. The growth Golden Research Thoughts | Volume 4 | Issue 5 | Nov 2014 3 . Study On Financial Performance Of Tamil Nadu State Co - Operative Bank A rate is 1.0586, which indicates 5.86 per cent of increase over the period from 2001 to 2012. The predicted values for the years 2013, 2014, 2015, 2016 and 2017 are 1097.60, 1161.90, 1229.96 1302.40 and 1379.72 respectively. SIGNIFICANCE OF THE STUDY The Central government announced a number of programmes which would help in meeting the credit requirements of the urban and rural sector. The credit programmes were designed to augment the flow of credit to the poor. The main thrust of these programmes was to provide financial assistance to the poor at concessional rate of interest, coupled with capital subsidy to enable them to cross the poverty line. The poor must occupy the centre stage in any socio-economic planning or the socio-economic development of the rural and urban poor, an institutional approach is poverty depends largely on availability of credit. Not only agricultural development but all other activities largely depend on the available monetary resources. In order to protect the poor from the economic exploitation and moral degeneration, TNSC Bank have been set-up. The TNSC Bank is the institution established with the objectives tofu facilitate rural credit and to promote thrift and self help among the economically weaker sections of the society. The study unit TNSC bank functioning in Chennai, Tamil Nadu. The main aim of the bank is to develop the economy by providing credit for the purpose of the development of agriculture and allied activities, animal husbandry, industrial development and other productive activities. Moreover, the bank plays a very important role in developing the banking facilities in Chennai. The researcher has made an attempt to evaluate the customer relationship management of the bank as the primary motives of the bank are to satisfy the customer needs. necessary, so that, a poor man can have access to assets and services. The institutions especially co-operative institutions must support as it has poverty reducing capacity, providing employment opportunities and lead to an increase of income and improved standard of living of the poor. Eradication of ORIGIN AND STAGE OF TNSC BANK The establishment of TNSC Bank in 1905 was not a chance event, neither was it the result of a mammoth deal brought off at a single stroke. It was rather the fulfilment of a long cherished idea which developed and took shape over a period of years, motivated step by step by a single mastermind like Sir P Rajagopalachariar, who was the first Registrar of Cooperative Societies in the old Madras Presidency. The idea of organizing a bank for financing Cooperative Credit Societies emanated from him. In this grand mission, the man who guided him was DewanBahadur S SubramanianAyer (1842-1922). It was a brilliant and original idea because the Cooperative Societies Act X of 1904 which became law on 25 March, 1904, whether by design or oversight, merely contemplated the establishment of Primary Societies which were expected to finance themselves. It was Sir V C Desikachariar, the first Secretary of the Madras Central Urban Bank Limited who gave a practical shape to the proposals formulated by the first Registrar of Cooperative Societies, Sir P.Rajagopalachariar STATEMENT OF THE PROBLEM The Central government announced a number of programmes which would help in meeting the credit requirements of the urban and rural sector. In order to augment the flow of credit to the poor. With the adoption of multi-agency approach, TNSC Bank is facing a stiff competition from other financial institutions such as commercial banks and regional rural banks in mobilizing deposits and lending. Hence, the bank should make efforts for tapping deposits from urban and rural areas. So that, these resources may be made available for agricultural and rural development. Over recent years, the financial health of the urban co-operative sector has shown an improvement. In 2011-12, the sector showed an increased return on assets and a further fall in the ratio of Non- Performing Assets (NPAs). As per the new CAMELS rating model, 61 per cent of the UCBs, accounting for about 78 per cent of the total banking business of the UCB sector, had ratings of ‘A’ and ‘B’, indicating the good financial health of this sector. As regards rural co-operatives, State Golden Research Thoughts | Volume 4 | Issue 5 | Nov 2014 4 . Study On Financial Performance Of Tamil Nadu State Co - Operative Bank A Co-operative Banks and District Central Co-operative Banks showed some signs of improvement in profitability and asset quality in 2010-11, partly attributable to the prudential regulatory reforms and implementation of the revival package for the short-term rural co-operative sector. However, longterm rural co-operatives, such as State and Primary Co-operative Agriculture and Rural Development Banks, showed very weak financial health. Going forward, it is necessary to persevere with recapitalisation and regulatory reforms so that the rural co-operative sector can lend support to financial inclusion and agriculture. REFERENCE 1.Statement on the Co-operative identify, ICA, Geneva, 2006, p 1-2. 2.Report of the Co-operative Planning Committee, 1946. 3. R. Philips, Economic Nature of Co-operative Association, p.74. 4. http://www.nabard.org/introduction.asp 5.India banking sector: http://www.scribd.com/doc/8361020/india-banking-sector 6.http://www.rbi.org.in/scripts/fun_urban.aspx 7.www.TNSC.com 8.Aggarwal, R.C.; Prasad, B.; and Arora, V.P.S. “Problems and Prospects of Cooperative Credit: A Case Study”, IndianCooperative Review, Vol. IX, No. 3, April, pp. 417-422. 9.Jangid, SatyaNarayanCooperative Banking in Punjab, Doctoral Thesis, University Business School, Panjab University, Chandigarh. 10.Kanagasabai, N. (1984), “Determinants of Profitability – A Case Study of a State Cooperative Bank”, Indian Cooperative Review, Vol. XXI, No. 3, January, pp. 221-224. 11.Asaithambi, K. (1988), “Performance Appraisal of Andaman & Nicobar State Cooperative Bank”, Indian Cooperative Review, Vol. XXV, No. 4, April, pp. 395-402. 12.GovindParrek, “Central Co-operative Banking in a Developing Economy”, (Jaipur: National Publishing House), 1990, P.45. 13.Chakaraborty, “study on Maharashtra state co-operative bank”, International Journal of Consumerism. Vol.1(1), 1996, pp.34-35. 14.Debabrata Das, “Co-operative Banking in Arunachal Pradesh”, - A Case Study, Indian Cooperative Review, July 2000, pp.48-53. 15.Ganesan, N. “A Study on the Performance Analysis of the State Cooperative Banks in India”, Prajnan, Vol. XXXIV, No. 4,pp. 311-321. 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