ICICI Bank Complaints & Reviews

dear sir/madam
my icicibank credit card statement ( card no. [protected] ) statement 15/04/11 to 13/05/11 shows interest chargesRs 798.68 and late fee of Rs 400. You are requested to kindly go through my last 3-4 months transactions.You will find that I have been making payments through internet banking time to time without waiting for your postal statements. In between credit payments are also received by way of cancellation of air tickets. You are therefore, requested to kindly remove the interest charges and late fee(798+400) so that our cordial relations continue in future as well.

With regards and hoping for a prompt positive reply from your end.


DR S D JOSHI
[protected]

Inspite of repeated request, i have not received the bank account statement so far. My savings bank account number is[protected].

Kindly expedite. In case you have any problem kindly send us the mail so as to sort out the issue at the earliest

Regards

i want my sbi bank account statement on my mail id.

ICICI Bank — NOT RECEIVED ACCOUNTS STATEMENTS

ICICI Bank Home Loan A/c No. LBSAN[protected],
ICICI Bank Home Loan A/c No. LBSAN[protected],
Dear Sir/Madam,

I have taken a Two home loan from ICICI Bank (Home Loan A/c no. . LBSAN[protected], AND Home Loan A/c no. . LBSAN[protected] ). But the bank has been I have not send any Home loan accounts statements & not send my Home loan balance amounts in accounts ,
I request your intervention/help in getting the amount of interest recovered from me since beginning of EMI payment. I am under tremendous mental pressure due to Payments of ICICI Bank in my accounts . Kindly help. & send my two home loan accounts details send in started from accounts to till date ,
please send my email address [protected]@yahoo.com

Thanking You,

Yours Sincerely,
Sunder Singh
Date:13/06/2011

I have a credit card of ICICI bank.Im ready to pay and have been paying all the amount towards my credit card to the bank.but now due to their misguidnce today im facing a lot of problem as my outstanding amount has reached to an extent which i cant settle in one shot.But their false commitments regarding conversion of the amount into installments has made my life miserable.
because of the fault of the bank they will be putting my name in the defaulter list even when I am ready to pay.Kindly look into the matter.

Sir,
I had applied for credit card before 8 months and all the verification including door, mobile etc but still i have not received the card. So, kindly give the attention to it. The icici staff from Malvya Nagar, Jaipur, Rajasthan came to my office and collected the details which he required. I dont have any other details about the application...

By
A. Muthamilselvan

I was insulted and reprimanded in front of all staff and public on baseless issue by Mr. Harish Sehgal (Product manager Recovery).
During my visit to your SCO no 180-181 Sector 9 branch (Second Floor) Chandigarh, to deposit my credit card bill at 1.15 pm. I was attending very important official call. Meanwhile I was interrupted by the security guard who politely asked me to sit on chair but before I could react another person named Mr. Sehgal came to me and straight way started behaving in a disrespectful and rude manner. He chided me by asking “who are you” “you came inside wearing sunglasses” and “talking on phone as if this is a COMPANY BAAG” “go and sit there”. I was stunned and requested him to talk politely but he continuously humiliated me with his rude behavior in front of all staff and public.
If he had any objection, he could have adopted a civilized way to ask but he didn’t why? He must know the reason
Following this humiliating act I torn my credit card and now seriously planning to break all the relations with your bank.
ICICI is pioneer among private sector bank and such unethical, unprofessional and disrespectful approach towards customers is never expected and totally uncalled for. Such short tempered & ill logical officials have always brought bad name to the organization should be dealt strictly.
I request you to take a stern action against him to avoid future reptitian of such unpleasant incidents for other customers. Hoping for a speedy action.
Thanking you in anticipation.
Regards

Ankur

Credit card no [protected]

icicidirect web page not opening for the last two days

message problem with the web site security certificate

please rectify the fault

My application form no: [protected]
Dmat online trading account.
Kindly let me know the status.

Q 1 no of customer in india and no of customer in gorakhpur?
Q 2 why you open the account in icici direct?

Sir,
I am extremely thankful for all your guidance & support till now.But now I am facing some difficulty in demat trading.How can I install demo of equities on my PC.Please provide me your executive on spot.

I too had bad experiences with many of these sites and damn irritated. Finally I found one interesting site which they have started very recently but the problem is they offer services only on yahoo.

If any of you are interested, please try this.

gainfromtrade.blogspot.com

i have 2 bond bond holder no[protected] certifate no-39361 dt-9/5/2002 distinctive no[protected] of icici bank tax saving bond-032002-tsb- redemption date is passed 23/04/2005 bond are with me how i can use option for redumption/part continuation/ switch over anil kumar lal
11/253 indra nager
LUCKNOW 226016
UP

I have invested in Tax Saving Bond-032002-TSB with Bondholder No.[protected] and Certificate No. 50621 & 50622. The redemption date of these bonds is 23.04.2005. I would like to know whether redemption payment cheques have been sent by ICICI Bank or not, as from my record, I am unable to trace out as to whether the redemption cheques have been received by me or not in respect of the above bonds. I shall be obliged if the confirmation in respect of the same is sent to me by e-mail.

Dear Sir,
This is in continuation of my earlier complaint.My ICICI Tax saving bond is -022002-TBS-Four.Other deatils are as under:
Bond holder No.[protected]
Certificate No.6744
Names of holder:N.Neihsial
No of bonds-four
Date of redemtion:27.9.2008.
Scrip code :BSE:960767, NSE ICICI 0302 N4
Kindly credit to SB A/C No.30005.Canara Bank.R.K puram, New Delhi.
New Address:D-II A/77, South Moti Bagh, New Delhi.110021.
Phone:[protected]R)/[protected](m)

Process Details of Cancellation or Transfer

ICICI TAX SAVING BOND - 022005-TSB-TWO

He Purchased 6 Bonds Amounting to Rs.5000 each (Total Rs.30, 000) Face Value Per Bond Rs.6700. Bearing distinctive No.[protected] dated 5th May 2005. Date of allotment was 08.04.2005 and redemption date was 08.04.2010 with N.A Interest. It bears certificate No.77318 and bond Holder.No.[protected].Holder Name. A.S.V.Ramanuja Rao. Actually Bond holder is expired recently.
So, tell me the details of cancellation or Transfer. Please give the details as early as possible.

Thanking you,

Regards
Ramya

icici safety bonds — Payment not received back

Sub-1. ICICI-Safety bonds( Tax Saving)).-Payment not received


Ref- Bond holder number[protected] CERTIFICATE NUMBER 163045.

Dear Sirs,

I had invested Rs.10, 000 in the above 2 bonds bearing distinctive no.[protected]. They got matured on[protected]. I have not received the money .( I was out of India for 5 years) Please look in to it and send the money without further delay.


Please send all letters here after on the following address.

171, Jagriti Enclave,
Delhi 110 092. Phone[protected]
Mob.[protected]

Ved Prakash Garg

Sub: Non receiept of Maturity Amount

Ref: ICICI-Tax saving Bond -022002-TSB-Three

Ref- Bond holder number[protected] CERTIFICATE NUMBER 159001.

I had invested in 2 bonds bearing distinctive no.[protected]. They were scheduled to have matured on[protected]. I have not received the money . Please look in to it and send the cheque to me at the address given below or deposit the money as per the bank details given below under intimation to me.

Bank- ICICI Bank, Ballygunge, Kolkata
Account no.[protected]

Please send all letters here after on the following address:

Tanmay Dasgupta
UD061004, Udayan - The Condoville
Kolkata 700 075

I am holder of ICICI Tax saving bond 072001-TSB Bond holder no.[protected] Certificate no. 59722 & 59723 one each, bond holder no.[protected] certificate no. 124587 & 124588. Also Tax saving bond 032003-TSB Bond holder no[protected] certificate no. 77378, Bond holder no[protected] certificate no. 77384.

I have till date not received the payment interest redemption amount. Pl do the needful.

Address
UG-8 Essel House, 10, Asaf Ali Road, New Delhi 110002

Thanks
Man Mohan Gupta

I had invested in 2 bonds bearing distinctive no.[protected]. They were scheduled to have matured on[protected]. I have not yet received the money . Please look in to it and send the cheque to me at the address given below or deposit the money as per the bank details given below under intimation to me.

B-8 VIJAY NAGAR
RAMPUR ROAD
MORADABAD - 244001

cell:[protected]

I had invested in 2 bonds bearing distinctive nos.[protected], bond holder no.[protected], certificate no.-5305, option- II depository- ISIN-INE005A08JG4. The name of scheme is TAX SAVING BOND-022002-TSB- TWO. I have no any records of refunding the redemption of above mentioned scheme. So please look into the same and if it is not redeemed please send the cheque of above details on following address:-

NALIN KUMAR SINHA
FLAT A3, DEVERAMA APARTMENT,
TILAK MARG, NORTH S.K. PURI
BORING ROAD, PATNA
BIHAR - 800013
MOBILE NO.- [protected]

I am holder of ICICI bond(Money multiplier Bond), Bond holder no. 4599007 dt.[protected]

I want to know the status. Please do let me know the status of the Bond. This is a request not complaint.

My Present Address
122, Aradhana Enclave, Surakhpur Road, Gopal Nagar, Najafgarh, New Delhi-110 043
Phone No.[protected]

Thanks
Indira Nair

ICICI Bank — change of single account to jt account

i have aledy submitted all the requisite documents to change single account to jt account but seems no action is tacken so far . u may refer the case to concern branch my account no is [protected] please conferm it

Private banks do commit this mistakes due to the new young guys oftenly joining and leaving at short notice which is actually disturbing the organisation and it's transactions.

i have already got my home lone now i want full detail including total intrest for the amount and length

Iwanttooknowmyimintpoint

ICICI demat password is total crap. I lost my password about 2 1/2 years back and still could not get the password. I even went to their branch several times and still nothing happened.

I mean ICICI Demat Service is total crap.

ICICI Demat Services — Non-receipt of Statements

I've been repeatedly seeking a STT statement. To my surprise, courier company confirms that ICICI has been despatching them to my two year old address. ICICI refuses to register my complaints. May be I should shift to another bank!

HELLO,
Is ICICI listening ?

Dear Sir,

I dont have any of my Account neither in ICICI Bank nor in ICICI Demat. Since last 7-8 months i have been receiving messages on my mobile no.[protected]. It disturbs me a lot.

Requesting you to please look into the matter and stop sending me further messages.
Now is the situation i am fedup receiving all such type o[censored]seless messages.

Regards

Vikrant Gupta
Ph. No.[protected]Mumbai)

ICICI Demat Services — Account Opening with ICICI Demat

I was trying to open an account with ICICI Demat from last year. I have filled in their application nearly 4-5 times for the same purpose. Every time they will send some executive to my office to get it filled in. After that nothing is been heard from them.

This time, last month I went to ICICI Direct Jayanagr 3rd Block Branch to get this done. I was attended by a guy named Balaji Jayashekaran. They found my PAN number updated in their database last year. I was told to come there with all required documents the very next day. This time I was attended by a lady who took my signatures in their application form and all the documents. They told me it will take 4 days to delete my existing data from their database and another 5 days to get the account opened as the verification was done in ICICI Bank 3rd Block Branch that day itself in my presence. Now it has been more than 15 days and in between all these days I have been checking with Balaji the status who is Sales Manager there. Every time I hear from him the account is getting processed. Today I went there and checked with them stepping in their office, the reply was, from head office they asked further verification or signature from ICICI Bank Manager to make sure data from database is deleted. This time I was told by Balaji he has collected the signature for the same and sent it across to head office thru courier. Dont know how true is this.

Really getting frustrated with ICICI's services and hats off to them they can be proud of being one of the WORST Bank Services in India.

-Rijish
Jayanagar

my self pawar venkatesh
bank name-icici bank
client id[protected]
dp id -in302679.

so ple send dmat statement as early as possible
thanking you,

Hi u wish i could send u my executive
and i promise i will provide u lowest brokerage.

icici-demat services — non receipt of statements

My Demat a/c no is IN[protected], name C.S.Dhaveji. I am not receiving the statements, which were being sent by post/courier since last 18months. Kindly look into and arrange to send the statements periodically( quarterly or when there is any change)

Sir my account shows 200/- rs less pls do the needfull.

I want my bank statement of salary account, my acc. no.[protected], from 1st april to 31st aug 2009.please check in to the matter & please send me rply as soon as possible.

ICICI Bank — Unauthorised deduction from borrowers account

In Apr. 2007, ICICI bank failed to intimate me about the raise in EMI. I received this information only during Jun.

Promptly I made a part payment to reset the EMI & opted for ECS which was linked to my SB account.

ICICI claims that I have to pay the difference in EMI for 3 months. It has even gone ahead and deducted this amount from my account without even intimating me or taking my approval.

First, it is the duty of the bank to intimate the borrower about changes in EMI.

Second, the bank has no authorisation to deduct money from accounts without prior approval of the account holder.

In spite of repeated mails to ICICI, they are not accepting the mistake & insist that they are correct.

savings bank account — unauthorised deduction of money & non refund of the amount

Sub:- Deducting money without authorization and non refunding the deducted amount.

Dear Sir,

On 14/03/08 ICICI BANK deducted Rs48000/- (Rs 12000/- four times) without any instruction from my s.b.a/c no[protected] of ICICI Bank Ghaziabad and credited to some other persons life insurance policy account .On giving repeated complaint with customer care of bank it was intimated that deduction was done by mistake on the part of bank. Rs 36000/- was credited back into my account after 2 weeks. The balance amount of Rs. 12000/- is yet to be returned to me though more than one month has passed. Kindly do the needful for getting the remaining amount of Rs 12000/ back into my account with monetary compensation for hardships and interest due. Both
Ghazibad branch official and centralised online transection and customer care are passing buck to each other without owning responsibility for solving the problem. Similarly both savings banks services & demat services are not owning the resposnibility

K.G.Jayamini

ICICI Credit cards — unauthoried deduction from salary account

Dear sir,

on 16th december 2008, a total of Rs.41240.80 was directly deducted from my
ICICI Bank salary account.The message indicated that this amount was deducted
for my credit card settlement.But unfortunately i was never been notified about this
by the credit card department either by phone calls or by mails.
further, with out the prior intimation or authoriation from the customer how can the
ICICI credit card department deduct this huge amount from a persons SB account.

i fear if ICICI would ruin my life in future, by performing such unauthoried illeagal
transaction with in their departments.

i would request you to kindly help me from this disaster, or otherwise it would put
my life in a miserable situation.

even after repeated notification of the change of my earlier residence, its the mistake
by ICICI credit card department for not updating my new residential address.
because of which i was not in a position of recieving any of their mails or statements.

i would hence request you to kindly provide me with a solution.

Name : Mr.Praveen Nair
Phone : +91 [protected]
ICICI credit card no. - [protected]
ICICI S/B Account[protected]

awaiting a reply,
regards,

Praveen Nair

My case is also similar to your's. I have lodged a complaint in my HR deptt.

This has ref. with the unlawful practices initiated by ICICI Bank with our corporate salary accounts.
I have my salary account with ICICI Bank since Aug. 2006…..A/c No. 0322****2824.
ON 16th march, I received an SMS from ICICI stating that Rps 37, 6876 has been debited from my salary account to compensate the payment of my another ICICI credit card.
My Credit card and the Debit card both are independent things, how can they mix both accounts.
This has been done without any prior information.
I am amazed that how can they do this without informing the account holder or the company.
kindly advise.


Best Regards,
Sunil Sharma
Executive, Tr-2
Delhi International Airport (P) Limited
IGI Airport, Terminal 2
New Delhi - 110 037
LandLine No. [protected]
Mobile No. [protected]
Email: sunil.[protected]@gmrgroup.in
Website: www.newdelhiairport.in

This is one of the reason which led me believe that ICICI bank cheates its customers and take away the hard earned money of the persons who put their faith in icici bank. I tell one and all to boycott ICICI Bank

my selary account in your branch (Bathinda Punjab).A/C[protected], i am working in HFCL infotel ltd,
but 2 time deabit amount Rs 827 without any information.
So plz justify & revers Amount my a/c

Thanks
puneet srivastav
[protected]

my selary account in your branch (Bathinda Punjab).A/C[protected], i am working in HFCL infotel ltd,
but 2 time deabit amount Rs 827 without any information.
So plz justify & revers Amount my a/c

Thanks
puneet srivastav
[protected]

I have a saving bank account with TEYNAMPET P.O. (Tamil Nadu) No.3320335. A cheque purported to have been issued by me on 13/2/03 was neither entered in the pass book nor in their (Postal Dept) ledger and they have been making claim from me without providing any evidence. Due to their frequent reminders, I have issued a cheque for Rs.3500/- on S.B.I Raja Annamalaipuram asking them to produce the cheque purported to have been issued by me before cashing my cheque. However they have encashed my cheque for Rs.3500/- WITHOUT PRODUCING the evidence (THE CHEQUE) for my perusal. I have also written several letters to the Post Master General, Mount Road, Chennai 600002 in this connection and there was no reply. PLEASE INVESTIGATE.
P.L.Subramaniam
167 St. Mary's Road,
S.B.I OFFICERS' COLONY
Chennai 600018. Tel No 24995159 e-Mail address: [protected]@yahoo.co.in

ICICI — unauthorised deduction from savings bank account

I have a savings salary account with ICICI Bank.

Last weekend ICICI bank has deducted about Rs 14,000 from my salary account. I called ICICI customer care and they told it has been linked with the credit card I used to have around 3 years ago. There was a disputed amount of around 3-4 thousand which after my repeated complaints, was never taken care of and it seems they kept charging interest and other fees. I had always been willing to pay all the genuine expenses I have made through the card however the bank should refund the unreasonable charges.

I had asked for settlement but never got any letter for settlement and now suddenly they have deducted this amount from my salary account last monday.

As far as I know the savings account and credit card both are separate entities in a Bank. Bank cannot make any transaction without my consent. This is totally unacceptable and frustrating. I even called up customer care but in vain.


Kindly suggest how can I recover.
Any help would be highly appreciated.

Suchait Sachdeva
suchait.[protected]@gmail.com
credit card: [protected]

Hi,

We are sorry to hear about your experience. We have made a note of your email id. We'll contact you and work to address your issue at the earliest.

Regards,
ICICI Bank Customer Service Team

********************************************************************************...⇄
Developing a Formal Invitation
1. Place Samford's seal or logo at the top. (Seal use must be approved by President's Office.)

2. List the name(s) of the host(s), using the host's full name. Omit honorifics such as Dr., Mr., Mrs. and Ms. unless the person holds an official rank.

The host's title goes on a line beneath the host's name. When there are multiple hosts, the most senior person's name is listed first. The exception to

this rule is for the president and spouse (i.e., "President and Mrs. Andrew Westmoreland, " no title beneath).

3. Extend the invitation.
very formal: "request(s) the pleasure of your company at"
less formal: "cordially invite(s) you to"

4. List the event, such as "dinner, " a reception" or "lunch."

5. Give the purpose of the event (i.e., "in honor of...").

6. Give the date.
very formal: "Friday, the twelfth of February"
less formal: "Friday, February 12"

7. Write out the time (i.e., "at seven o'clock"). Add "in the morning, " "in the afternoon" or "in the evening" if the event title doesn't give an

indication. It would be unnecessary to list "in the evening" if the event is a dinner, for example.

8. Give the location, including street address. For campus buildings, state the room within the building and the building name. For an off-campus

property, state the full name, street address and city.

9. List any special instructions, such as "map enclosed."

10. List R.S.V.P. information. If you are issuing an invitation without a separate response card, print the address and telephone number of the person

handling replies. If you are supplying response cards, state "Response card enclosed." Do not list a cutoff date for a reply.

Formal Invitation Sample
J. Bradley Creed
Provost and Executive Vice President
requests the pleasure of your company
at dinner
in honor of Walter Isaacson
Friday, the twelfth of February
at seven o'clock
in the Grand Ballroom
The Club
One Robert Smith Drive
Homewood

map enclosed

R.S.V.P. Office o[censored]niversity Relations
[protected]



Semiformal Invitation Sample
President and Mrs. Andrew Westmoreland
cordially invite you
to dinner
to welcome the university's new provost
Friday, February 12
at 7 p.m.
in the Flag Colonnade
Ralph Waldo Beeson University Center

Response card enclosed


*************
1. Place Samford's logo at the top.

2. List the name(s) of the host(s). Omit honorifics such as Dr., Mr., Mrs. and Ms. unless the person holds an official rank. The host's title goes on a

line beneath the host's name. When there are multiple hosts, the most senior person's name is listed first. The exception to this rule is for the

president and spouse (i.e., "President and Mrs. Andrew Westmoreland, " no title beneath).

3. Extend the invitation.
semiformal: "cordially invite(s) you to"
informal: "invite(s) you to join us"

4. List the event, such as "dinner, " a reception" or "lunch."

5. Give the purpose of the event (i.e., "in honor of...").

6. Give the date (i.e., "Friday, February 12").

7: State the time (i.e., "at 7 p.m.").

8. Give the location, including street address. For campus buildings, state the room within the building and the building name. For an off-campus

property, state the full name, street address and city.

9. List any special instructions, such as "map enclosed."

10. List R.S.V.P. information. If you are issuing an invitation without a separate response card, print the address and telephone number of the person

handling replies. If you are supplying response cards, state "Response card enclosed." Do not list a cutoff date for a reply.

Informal Invitation Sample
Bobby Bryant
Dean of the McWhorter School of Pharmacy
and
Matt Kerlin
Minister to the University
invite you to join us
for a picnic lunch
to celebrate the new medical missions program
Friday, February 12
at 12 p.m.
at Ben Brown Plaza
********************************************************************************...⇄
The term 'Assessment Centre' can be defined as ‘A method for assessing aptitude and performance; applied to a group of participants by trained

assessors using various aptitude diagnostic processes in order to obtain information about applicants' abilities or development potential.’

As you can see, this does not refer to a location, but to a process which is being increasingly used by organizations to assess staff, either as part of

the recruitment process or for internal promotion. Assessment Centres allow you to demonstrate aptitude and general skills related to the requirements of

the job.

The Assessment Centre develops a set of varied exercises which are designed to simulate different aspects of the work environment. These exercises

usually last from half-a-day to two full days. They are usually conducted at the employer's training facility or in facilities provided by the HR

consultancy, that have been contracted to design and conduct the testing.

Types of Assessment and Development Centre Exercise
The most common type of assessment centre exercises include:



An in-tray or in-basket exercise asks to assume a particular role as an employee of a fictitious company and work through the correspondence in your

in-tray. This exercise is designed to measure your ability to organize and prioritize work.

In a presentation exercise, you will be given a topic or possibly a choice of topics and asked to make a presentation of around ten minutes with five

minutes at the end for questions. This is designed to measure your presentation skills including your ability to organise and structure the information and

to communicate your points clearly and concisely.

Group discussion exercises involve you working with other candidates as part of a team to resolve a presented issue. These exercises are designed to

measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem solving skills.

Panel interviews are regarded as a more objective means of assessing your suitability as you will be interviewed by between three and five people and

therefore the decision is not reliant on just one person's opinion. In addition, they are usually more structured than a one-to-one interview as the panel

need to assess all of the candidates against the same criteria.

The expense of conducting an assessment centre is usually somewhere between $1, 000 and $5, 000 per candidate. This tends to restrict their use to

situations where the costs can be justified in terms of preventing high expenses associated with unsuitable personnel e.g. high staff turnover or poor job

performance resulting in low productivity.

Assessment centres are seen as one of the most effective ways of identifying top candidates who'll get on well with others and fit in with the

organizations culture. According to the Chartered Institute of Personnel and Development's ‘Recruitment, Retention and Turnover 2004 Survey’, 34 per

cent of employers now use assessment centres when recruiting managers, professionals and graduates. This figure will inevitably grow as organizations

seek to make more accurate selection and promotion decisions.

The assessment centre method is utilized in a variety of settings including industry and business, government, armed forces, educational institutions, and

safety forces to select individuals for supervisory, technical, sales, or management positions. One recent trend is in the development of mass testing.

This is done by video-taping candidates as they perform various exercises and by using objectively scored exercises. This permits the assessment of a

much larger number of candidates per day as the scoring is done later and requires far less observation and administration.



Assessment centres are usually used after the initial stages of the selection process, because of the large amount of time and expense in conducting

them, and usually follow the initial job interview. Other measurements such as psychological tests may complement the selection process. They are

commonly held either on employers’ premises or in a hotel and are considered by many organizations to be the fairest and most accurate method of

selecting staff. This is because a number of different selectors get to see you over a longer period of time and have the chance to see what you can

do, rather than what you say you can do, in a variety of situations.

How are the Assessment and Development Centre Exercises Conducted?
Assessment Centres may be conducted by HR personnel within the employer company or by outside consultants. They are highly structured in their

design, application, and assessment procedure and are specifically adapted to assess factors such as your level of skills, aptitude and compatibility with

the organization's culture. Each test measures a range of indicators within these factors.

During each test, a group of observers will rate you on a range of set indicators, using a prescribed performance scale. Results are then cross compared

against the same indicators, which are measured in other tests. Following test completion, observers meet to discuss the test results and reach a group

consensus about your ratings.

At the beginning of the assessment, you should receive an initial briefing about the timetable of tests, location of rooms etc. Prior to each test, you

will be given instructions describing the exercise, your role, timeframe's, equipment etc. You will not be told in detail about the individual indicators

which will be measured. In addition, you are unlikely to receive feedback on your results, unless you have been successfully selected.
********************************************************************************...⇄


-cooperation aggressiveness, LEADERSHIP does it make sense

Great attitude = great managers
The prime impetus to pursue a management specialisation is the fact that it is the most sought-after qualification today. There is no denying the

importance of management education, since it is the acquisition of this knowledge that instils a new confidence and poise, making individuals ready to

meet the challenges and opportunities of the corporate world.

But beyond the management concepts and skills that you imbibe at B-school, the one critical aspect that makes or mars your career is attitude. The

right attitude centres on the WIN principle -- Work hard, Innovate and Never give up.

Most people work for 25 to 30 years, which can be broadly divided into four phases of five to seven years each. The first lasts roughly five years

during which you learn to perform as an individual and as part of a team. Along the way you learn the significance of individual performance to the

results achieved by the team.

In the second phase, when the individual leads the team as a manager, he learns that he is as good as his team. If he is able to motivate his team to

put in 100 per cent, he can deliver 100 per cent. In the process, he hones his people management, relationship building, crisis resolving and

decision-making skills.

The third and fourth phases are the most critical, where the practical training and exposure of the first two phases are instrumental in helping you

withstand the pressures of the top and succeed.

In the fourth phase, you are expected to take care of the CEO: Customers, Employees and the Organisation/owners. That's where your experience,

foresight and understanding of the business model and its needs come into play. Remember, the top of the pyramid is narrow -- there's room only for

the best.

Aggressive
Aggressive managers who blame others when things go wrong are more likely to get promoted than managers who feel guilty and accept responsibility for

failure – or so many employees believe.

co-operative manager
What is a co-operative manager? The obvious answer is - the manager of a co-operatve. But, the question goes beyond the literal - it is a critical

question for all co-operatives because managers of co-operatives require co-operative specific commitments and skills.

In appointing managers who do not have the necessary co-operative commitment and skills, co-operatives are introducing a risk that could eventuate in

co-operative failure - as a co-operative if not as a business.

See also the paper: Why do co-operatives fail as co-operatives?

The boards of co-operatives are accountable to members for the managers they appoint. Boards have to recruit managers who have the competencies

required to manage the co-operative but also to reflect and reinforce co-operative values and principles.

A board must have a capacity to judge the required competencies of a manager for the co-operative- including how and when a co-operative manager

reflects and reinforces co-operative values and principles. There are general competencies required of all managers and these include:

Understanding and setting goals and targets.
Staff management.
Time management.
Financial management.
Making effective and efficient decisions.
Distinguishing between data and information.
Understanding the differences between causes and consequences.
Using technology effectively and efficiently.
Selecting and using advisers.
The management of conflict.
In addition, there are the specific competencies required for a co-operative that depend on the nature of the business, its developmental stage, its size

and its technological complexity.

Leadership
Leadership skills are needed at every level in the organization. Consistent training and approach from the executive level through managers and

supervisors will help all in the organization develop their leadership skills.
In any organization leadership qualities can always be expanded. With Six Sigma Plus one of the objectives is to expand the concept of leadership skills

beyond that of organizational position. Frequently people equate leadership with some title, position, or rank. Those who have demonstrated leadership

qualities frequently have these titles. Unfortunately there are cases where the title or position has been granted before the leadership skills have been

developed. This is an indication of lapse of leadership responsibility by those who place an unprepared person in a role requiring extensive leadership

skills. Too often very successful technical people are placed in roles with leadership requirement without being prepared. The best engineer is made

Engineering Manager or the best operator is made Supervisor. None o[censored]s would allow people untrained in Civil Engineering to design and build a major

highway. Neither would many o[censored]s willingly go into surgery with the person performing the operation having no training in medicine. Yet many of our

management and supervisory positions are filled with very competent technical people with little preparation for management or supervisor duties. In those

cases there are basically two options. One is to move along and hope that instinct and a good support structure will be adequate. The second option is

begin accelerated leadership training aimed at developing the leadership skills and knowledge base required for a leadership position.

One measure of success in leadership is the cultivation of employees. This employee empowerment and employee motivation makes leaders much more

effective and efficient

Theory Z is an approach to management based upon a combination of American and Japanese management philosophies and characterized by, among other things, long-term job security, consensual decision making, slow evaluation and promotion procedures, and individual responsibility within a group context. Proponents of Theory Z suggest that it leads to improvements in organizational performance. The following sections highlight the development of Theory Z, Theory Z as an approach to management including each of the characteristics noted above, and an evaluation of Theory Z. Realizing the historical context in which Theory Z emerged is helpful in understanding its underlying principles. The following section provides this context.

DEVELOPMENT OF THEORY Z
Theory Z has been called a sociological description of the humanistic organizations advocated by management pioneers such as Elton Mayo, Chris Argyris, Rensis Likert, and Douglas McGregor. In fact, the descriptive phrase, "Theory Z." can be traced to the work of Douglas McGregor in the 1950s and 1960s. McGregor, a psychologist and college president, identified a negative set of assumptions about human nature, which he called Theory X. He asserted that these assumptions limited the potential for growth of many employees.

McGregor presented an alternative set of assumptions that he called Theory Y and were more positive about human nature as it relates to employees. In McGregor's view, managers who adopted Theory Y beliefs would exhibit different, more humanistic, and ultimately more effective management styles. McGregor's work was read widely, and Theory Y became a well-known prescription for improving management practices.

But in the 1970s and 1980s, many United States industries lost market share to international competitors, particularly Japanese companies. Concerns about the competitiveness o[censored]. S. companies led some to examine Japanese management practices for clues to the success enjoyed by many of their industries. This led to many articles and books purporting to explain the success of Japanese companies. It was in this atmosphere that Theory Z was introduced into the management lexicon.

Theory Z was first identified as a unique management approach by William Ouchi. Ouchi contrasted American types of organizations (Type A) that were rooted in the United States' tradition of individualism with Japanese organizations (Type J) that drew upon the Japanese heritage of collectivism. He argued that an emerging management philosophy, which came to be called Theory Z, would allow organizations to enjoy many of the advantages of both systems. Ouchi presented his ideas fully in the 1981 book, Theory Z: How American Companies Can Meet the Japanese Challenge. This book was among the best-selling management books of the 1980s.

Professor Ouchi advocated a modified American approach to management that would capitalize on the best characteristics of Japanese organizations while retaining aspects of management that are deeply rooted in U.S. traditions of individualism. Ouchi cited several companies as examples of Type Z organizations and proposed that a Theory Z management approach could lead to greater employee job satisfaction, lower rates of absenteeism and turnover, higher quality products, and better overall financial performance for U.S. firms adapting Theory Z management practices. The next section discusses Ouchi's suggestions for forging Theory Z within traditional American organizations.

THEORY Z AS AN APPROACH TO MANAGEMENT
Theory Z represents a humanistic approach to management. Although it is based on Japanese management principles, it is not a pure form of Japanese management. Instead, Theory Z is a hybrid management approach combining Japanese management philosophies with U.S. culture. In addition, Theory Z breaks away from McGregor's Theory Y. Theory Y is a largely psychological perspective focusing on individual dyads of employer-employee relationships while Theory Z changes the level of analysis to the entire organization.

According to Professor Ouchi, Theory Z organizations exhibit a strong, homogeneous set of cultural values that are similar to clan cultures. The clan culture is characterized by homogeneity of values, beliefs, and objectives. Clan cultures emphasize complete socialization of members to achieve congruence of individual and group goals. Although Theory Z organizations exhibit characteristics of clan cultures, they retain some elements of bureaucratic hierarchies, such as formal authority relationships, performance evaluation, and some work specialization. Proponents of Theory Z suggest that the common cultural values should promote greater organizational commitment among employees. The primary features of Theory Z are summarized in the paragraphs that follow.

LONG-TERM EMPLOYMENT
Traditional U.S. organizations are plagued with short-term commitments by employees, but employers using more traditional management perspective may inadvertently encourage this by treating employees simply as replaceable cogs in the profit-making machinery. In the United States, employment at will, which essentially means the employer or the employee can terminate the employment relationship at any time, has been among the dominant forms of employment relationships. Conversely, Type J organizations generally make life-long commitments to their employees and expect loyalty in return, but Type J organizations set the conditions to encourage this. This promotes stability in the organization and job security among employees.

CONSENSUAL DECISION MAKING
The Type Z organization emphasizes communication, collaboration, and consensus in decision making. This marks a contrast from the traditional Type A organization that emphasizes individual decision-making.

INDIVIDUAL RESPONSIBILITY
Type A organizations emphasize individual accountability and performance appraisal. Traditionally, performance measures in Type J companies have been oriented to the group. Thus, Type Z organizations retain the emphasis on individual contributions that are characteristic of most American firms by recognizing individual achievements, albeit within the context of the wider group.

SLOW EVALUATION AND PROMOTION
The Type A organization has generally been characterized by short-term evaluations of performance and rapid promotion of high achievers. The Type J organization, conversely, adopts the Japanese model of slow evaluation and promotion.

INFORMAL CONTROL WITH FORMALIZED MEASURES
The Type Z organization relies on informal methods of control, but does measure performance through formal mechanisms. This is an attempt to combine elements of both the Type A and Type J organizations.

MODERATELY SPECIALIZED CAREER PATH
Type A organizations have generally had quite specialized career paths, with employees avoiding jumps from functional area to another. Conversely, the Type J organization has generally had quite non-specialized career paths. The Type Z organization adopts a middle-of-the-road posture, with career paths that are less specialized than the traditional U.S. model but more specialized than the traditional Japanese model.

HOLISTIC CONCERN
The Type Z organization is characterized by concern for employees that goes beyond the workplace. This philosophy is more consistent with the Japanese model than the U.S. model.

EVALUATION OF THEORY Z
Research into whether Theory Z organizations outperform others has yielded mixed results. Some studies suggest that Type Z organizations achieve benefits both in terms of employee satisfaction, motivation, and commitment as well as in terms of financial performance. Other studies conclude that Type Z organizations do not outperform other organizations.

Difficulties in the Japanese economy in the 1990s led some researchers to suggest that the widespread admiration of Japanese management practices in the 1970s and 1980s might have been misplaced. As a result, Theory Z has also received considerable criticism. It is unclear whether Theory Z will have a lasting impact on management practices in the U. S. and around the world into the twenty-first century, but by positioning target research at the organizational level rather then the individual level, Ouchi will surely leave his mark on management practice for years to come.
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OverviewIn the search for organisational success, many business organisations have sought to adopt what appear to be successful Japanesemanagement methods. The leading theorist in this field is William Ouchi, who, drawing on earlier work, has described the Japaneseapproach to management as ‘Theory Z.’(a) William Ouchi, a Japanese American, has concerned himself with comparing Japanese management techniques withAmerican. Ouchi uses the term ‘Theory Z’ for firms which use Japanese methods adapted to the Western system. Suchorganisations display certain characteristics:
–workers and managers trust their superiors
–a much longer time horizon is the norm; the idea of short
-term profit is rejected in favour of long-term growth
–there is a team approach. Departments see their position within the organisation as a whole
–a caring, paternal management unhampered by unions, demarcation or professional prejudices
–generalised training. Managers learn the business, not just parts of it
–a flexible organisation structure
–collective values and company wide rewards
–slow, but known promotion–lifelong employment.
(b) Theory Z requires an emphasis on interpersonal skills and group and team working; decisions are based on consensus, but, unlike in Japan from where the idea originates, responsibility remains with the individual.Trust and informal relationships are the keystone of Theory Z organisations, even though the formal hierarchy andorganisational traditional structure remain.It is often compared to Macgregor’s Theory Y approach in that it is seen as a more caring, sensitive and effective way ofachieving organisational success.The theory is dependent upon the demands of the organisational situation. Some organisations, as a consequence of theirproduct or service do not provide a suitable environment for the use of motivational techniques associated with Theory Z. Its strength lies in the fact that because of improved standards of education and changed social and political values, manyemployees have wider expectations from the workplace and expect to be consulted and to participate.The application of Theory Z will therefore depend upon:
–the organisational culture, structure and objectives
–the procedures and practices involved in the organisation
–the technology, environment and product or service
–the organisation’s history and attitude
–the level of satisfaction that already exists in an individual’s task or role

nature and type of budgeting ? explain zero base budgeting ?
nature and type of budgeting ? explain zero base budgeting ?

nature>

Determining what are the different types of budgeting could greatly facilitate the budgeting process. Types of budgeting depends on the use of the budget which could either be personal or business budgets.
Business and Personal Budgets
Budgeting is simply the creation of a plan to properly manage money. Budget usually covers a period of time for instance, one-year or five-year budget plan. It helps in the monitoring of cash flow so debt will be greatly reduced or totally eliminated.

What are the different types of budgeting? There are different types of budgeting depending on the use of the budget. For business use, Business Budget Types could come in the form of Capital Budgets, Operating Budgets and Cash Budget.


Capital Budgets
Capital budgets pertain to the allocation of money for investments and assets of the company. Operating Budgets are needed for the operational goals of the business such as the how much money to be allocated for the total operating expenses or determining the profit goals within the year. Cash Budget refers to the cash flow of the business – the cash in and cash out allocations.

Types of budgeting however do not only cater for business use alone. Another way to address the question 'what are the different types of budgeting' would be to include the Personal Budget Types. These budget types are directed towards the expenses and income of the family or even an individual. The type of budgets that fall under personal budget are : Envelope Budgeting and Spreadsheet Method.


Envelope Budgeting
Envelope budgeting is so-called because money is allocated by making an envelope for each expense that are normally incurred each month such as electricity or phone bills. The most common budgeting type however is the spreadsheet budgeting. In a standard spreadsheet, the expected income for the month is put at the top then expected expenses are subtracted from it. To do this in reverse, one can compute the total expenses in order to determine how much income the individual or family must come up with in order to cover all.

Knowing what are the different types of budgeting would greatly simplify the budgeting processes for both company and personal use. Having a budget could help one achieve optimal use of money and the resources at hand.
Zero-base budgeting
Zero-base budgeting does not use the previous year's budget or expenses in setting a new budget, since the company’s circumstances and finances may have changed. When building a budget from a zero base, every expense must be justified. This differs from only having to explain the amounts requested in excess of the funding received during the prior year or quarter. Zero-base budgeting helps you control spending and expenses because you build your budget from zero rather than building your budget on top of what was spent during the prior period funded


Introduction

I originally prepared this page for another client but felt that this was a better place for it!

From my researches over the years, I think you will find that this is the best summary article on the subject of zero base budgeting that you are likely to see.

Zero base budgeting hasn't exactly set the budgeting world on fire but it does have a lot to recommend it. Read this page and make up your own mind, though!

The Name Zero Base Budgeting!

The name zero base budgeting derives from the idea that such budgets are developed from a zero base: that is, at the beginning of the budget development process, all budget headings have a value of ZERO. This is in sharp contrast to the incremental budgeting system in which in general a new budget tends to start with a balance at least equal to last year's total balance, or an estimate of it.

Definition of Zero Base Budgeting (ZBB)

A method of budgeting whereby all activities are reevaluated each time a budget is set. Discrete levels of each activity are valued and a combination chosen to match funds available.
CIMA Terminology

This is not a very comprehensive definition; after all, it is not very descriptive as we'll see; and it does not mention the attainment of corporate objectives. Still, it's a beginning.

Objectives and Benefits of ZBB

What zero base budgeting tries to achieve is an optimal allocation of resources that incremental and other budgeting systems probably cannot achieve. ZBB starts by asking managers to identify and justify their area(s) of work in terms of decision packages (qv).

The way that ZBB forces managers to justify their work is by saying to them that unless and until they put forward a budget that more senior management can support, at least to a large extent, the budget will not be approved and funded. If ZBB is applied as literally as it is designed, then unjustified work simply stops, no matter who the boss is and no matter what work they are doing.

An effective zero base budgeting system benefits organisations in several ways. It will


Focus the budget process on a comprehensive analysis of objectives and needs
Combine planning and budgeting into a single process
Cause managers to evaluate in detail the cost effectiveness of their operations
Expand management participation in planning and budgeting at all levels of the organisation
(adapted from President Carter's memorandum referred to below)
Example of ZBB and Decision Packages

In order to explain ZBB, it's best if we work through an example. We'll keep the argument simple so that the concepts are clear.

Duncan plc consists of three departments A, B and C; and each department is in the process of preparing its budgets for the coming financial year. In addition to its mainstream work, each department is trying to secure funding for 2 new projects. However, only a total of two of these projects can be funded in addition to basic departmental funding, due to financing constraints.

A decision package is a plan or budget for each project or departmental plan. The decision aspect relates to each budget being decided on as being accepted or rejected; and it's called a package because, essentially, that's what it is: a whole package of initiatives, ideas and proposals. Table 1 illustrates decision packages for Department A.

It is also possible that the work of each department can be sub contracted by the organisation if it feels that an outside contractor can provide a better service than the internal departments. In practice, we see this kind of idea in the sub contracting of school meals, sub contracting refuse collection by Local Government … and the Xerox Corporation allowing its divisions to buy in payroll services and expertise from accounting organisations other than its own accounting department. For the sake of brevity, we won't pursue outsourcing here.

Dear Sir,
I am Ranjit Sardar
I have given a icici bank cheque no 733371 on 9th feb 09. in the name of hsbc credit card of mine for rs.4895/- the hsbc bank says it has not recieved the money till date i.e. on 1st mar 2009. i have been to the icici branch office in chinchwad where my account is and the account no. is[protected] but the customer executive was so rude she said that the amount of 4895/- is deposited, iasked her for statement but she said go to bhandarkar rd branch pune, what reason was given idont know but due to overshowing of excessive work the woman employee answer very rudely, and the call centre is also answering the same thing that cheque amount is debited but they r declining in whose name it is debited, the hsbc credit card says that no payment is recieved, Sir, i need a consolidated statement that in whose name the cheque is deposited, can any body from icici bank pune answer my querie, as i have recieved the interest statement from hsbc bank for non payment.

Dear Sir,

I have an account in icici bank chinchwad pune ac no[protected], on 9th i have deposited the icici cheque no 733371 dt 8.02.09 in the name of hsbc credit card of mine the bank says till today i.e on 1st march 2009 the payment is not recieved. i have been to the chinchwad branch but the lay executive said that it may have been credited in the suspense account of HSBC bank and she said that ur query woul be solve in the Bhandarkar Rd branch pune, where there was no concerned of sending me.

I need a quick solution to this problem or else i will seek legal help for harassing the customer, r u listening really.
Ranjit Sardar
[protected]