Ethics is the buzzword in the business but implementation of ethics becomes a question of the study. The researcher conducted empirical study of the Warana Bazar and found ethics is the only reason behind the success of this sample unit. It is a cooperative departmental store owned by 10,110 members with 550 employees and Rs. 130 crores turnover per year with moderate surplus from the beginning of the bazar. It is a rural based cooperative departmental store working since 1978. It is an ideal model unit with 100% ethics. In present competitive world the Bazar has conducted 104 meetings for maintaining ethical transferency, 78% women membership indicates the women empowerment ethics. Bazar has organized 14 training programmes for the fresh students so as to develop social ethics, less expenditure on employees (3.50%), less operating expenses (1.87%), less net profit (0.15%), etc are the indicators of the business ethics which are found in the sample unit. It means that the bazar is not exploiting the customers. Bazar organizes various programmes for women such as Haldi Kunku Ceremony and Pak Kala Competition. By doing, so, Bazar not only promotes social affinity but also generates the feeling of togetherness. By arranging the programmes like Ashi Bhesal - Ashi Chalakhi exhibitions, Bazar creates sense of awareness amongst the customers. Daily Welcome to customers by staff etc. are the ethical indicators of the sample unit and it is for all stakeholders. It is surprising to mention that, for monthly Board Meeting; 2-3 Board members bring Tiffin from their home and after finishing the board meeting; all the board members take the food together, brought from home. It means that they are not taking canteen food, which will be priced to the bazar. The researcher finds another thing that this Tiffin sharing activity creates ethical and moral values among the board members and this practice percolates from top management to the lower level management. Here Warana Bazar is not selling only goods and services but also selling Business Ethics and Social Responsibility to all stakeholders, so, the set hypothesis has proved for Warana Bazar.
Human skills are most demanded in all sectors for mobilizing other resources especially students too. There is a shortage of skills in comparison with demand of skills. NSDC has stared PPP in India for upgrading skill of Indian workforce, with the target of skilling 500 million people by 2022 and signed agreement with Australian Government on 23-10-2012. The researcher has interviewed 52 student sample respondents at Department of Commerce and Management, Shivaji University, Kolhapur, MS, India for this study. Researcher has focused on Skill Mapping i. e. Employability Index for skill building of the sample students. Researcher has suggested regarious practical teaching, Participative teaching, ICT based teaching, Cara-Van, Employee Bank, Finishing School concept and developed Employability Index to face competitive environment.
Indian Urban Co-operative banking industry is playing an important role in economic development of the nation. After 1990, drastic changes have been takes place in Urban Banking sector with vertical and horizontal expansion. In present scenario urban co-operative bank has facing competition with Nationalized bank, Commercial banks, Special purpose banks, Foreign banks, LIC, GIC, UTI etc. The researcher has selected one Kolhapur based Urban Co-operative Bank as a case study for measuring performance and problems of the urban co-operative bank. It is observed by the researcher that the sample urban bank’s capital structure is good with ‘A’ audit class. The sample urban bank has established in the year 1913 with the area of operation at Kolhapur, Sangli, Ratnagari and Sindhudurg districts. As on today the bank has 24,019; A class shareholders with Rs. 433.56 lacks share capital and Rs. 18520.35 lacks deposits. The bank earned Rs. 121.26 lacks profit by using Rs. 23007.34 lacks working capital in the year 2005-06. Considering present and past financial position and operations of the bank, the performance of the bank is good. The bank is doing crores of rupees business transactions with the help of only 168 employees with 10 branches in Kolhapur. The sample bank is financially self sufficient, the market value of share of Rs. 20 is Rs. 151.21 as on 31-3-2006. Considering these specific factors the researcher can conclude that the performance of the sample bank is good. Referring other factors of the bank it is found that the financial discipline is not proper. In comparison with turnover of the bank, the proportional profit is decreasing from last five years. The total over-dues are Rs. 1101.70 lacks; NPA is 4.19% (Rs. 1833.47 lacks) as on 31-3-2006. Considering this case study the sample Urban Co operative Bank has facing interest rate fluctuation, negligence towards utilization of loan amount, unhealthy practices for sanctioning of loan, lack of sufficient expert persons in the bank, conversion of loan for repayment, market volatility, political interference, global competition etc. are the major problems before sample urban co operative bank. To overcome form these problems professionalisation in bank, benchmarking, quality circle, training to all, performance based salary, proper financial analyses of would be borrower; 6-Sigma etc. tools should be used for overcoming from the problems of Urban Co-operative Banks.