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Table Of Contents

1. To analyze the NPA level of Dhanalakshmi bank Limited
2.1. OBJECTIVE OF THE STUDY
2.2. METHODOLOGY OF THE STUDY
2.3. TOOLS USED FOR ANALYSIS OF DATA
2.4. SCOPE OF THE STUDY
2.5 STATEMENT OF PROLEM
2.6 LIMITATIONS OF THE STUDY
2.7. SCHEME OF CHAPTERS
3.1.1 Concept of NPAs as per Narasimham Committee
3.1.2 Performing and non-performing assets
3.1.3 Identification of NPAs
3.1.4 Gross NPA and Net NPA
3.1.5 Asset classification Norms
3.1.6 Adoption of 90 days norm:
3.1.7 Guidelines for classification of assets
3.1.8 Up gradation of NPA
3.2 THE UNSEEN AND UNPERCEIVED EDGE OF
3.3.1.The Legal Framework
3.3.2.Political interference
3.3.3.Competitions and Liberalization
3.3.4.. Inadequate Risk Management Practices
3.3.5. Lack of prudential Norms
3.4.1. Impact on Profitability
3.4.2 How NPA Affects the Liquidity of the Nationalised Banks?
3.4.3 How NPA Affects the Outlook of Bankers towards Credit Delivery
3.5.1. Compromise settlement schemes
3.5.2. Lok Adalats
3.5.3. Debt Recovery Tribunals
3.5.4.Circulation of information on defaulters
3.5.5. Recovery action against large NPAs
3.5.6. Legal Reforms
3.5.7.Corporate Debt Restructuring (CDR)
3.5.8. Credit Information Bureau
3.5.9. Proposed guidelines on willful defaults/diversion of funds
3.5.10. Corporate Governance
3.6. NPA ORDINANCE: EMPOWERING BANKS
3.7. NPA RECOVERY: MYTH AND REALITY
4.1. NPA in commercial banks
4.2. Incremental non-performing assets
5.1.VISION
5.2 Bank Profile
5.3 PERFORMANCE AND PROGRESSOF DHNALAKSHMI BANK
7.1. COMPLIANCE ADVICE FOR BRANCH FUNCTIONARIES
7.2.1 Conduct recovery Melas
7.2.2 Action Points
7.3.COMPROMISE PROPOSALS
7.4.FILING SUITS
8.1. FINDINGS
8.2.1. PREVENTIVE FRAMEWORK
8.2.2.FOLLOW-UP OF DEBT RECOVERY TRIBUNAL (DRT)
8.2.3. COMPROMISE AND ONE TIME SETTLEMENT
8.2.4. WRITE OFFS
8.2.5. HUMAN RESOURCE DEVOLOPMENT
8.2.6. IDENTIFICATION OF PROBLEM LOAN
8.2.7. RECOVERY CAMP
8.2.8. REHABILITATION
8.2.9. RESCHEDULEMENT
8.2.10. NARROW BANKING
8.2.11 .BANK SHOULD REDUCE DEPENDENCE ON INTEREST
8.2.12. INTRODUCE MARKETING CONCEPTS AND NEW
8.2.13. GENERAL STRAGIES
9. Officials from controlling offices should visit branches frequently and
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29193201 Non Performing Assets

29193201 Non Performing Assets

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Published by Shemal Morjaria

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Published by: Shemal Morjaria on Sep 15, 2011
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07/29/2012

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