REPORT ON

ORGANISATIONAL DEVELOPMENT INITIATIVE

PROGRAMME
DCCB
KURNOOL
16/2/18 to 17.2.2018
&
21.2.2018 to 27.2.2018
 Chapter I

ORGANISATIONAL DEVELOPMENT INITIATIVES (ODI)

ODI is an internationally recognised tool for planned growth of an organisation. It is a process

by which human resources are identified, developed and uitilised in ways that strengthen
organisational effectiveness. The efforts in ODI are directed towards improving the employee
attitude and involvement/participation in the organisation. The focus of ODI is to dovetail the
individual needs (such as recognition, money, etc.,) with that of the organisational needs
(such as productivity, profits, etc.,) and reduce the zone of incongruence between the two.
The underlying belief in ODI is that every employee in the organisation is capable of
contributing positively for the organisation, and given a proper opportunity, he will be willing
to do so.
OBJECTIVES OF ODI
The objectives of ODI are as under:
 Improved organisational performance in key areas
 Better adaptability to the environment
 Coping with organisational stress
 Enhanced willingness of members to face organisation problems and contribute
creative solutions
 Improved inter-personal relationship and better understanding within the
organisation
 Improved levels of trust, support, openness and meaningful communication in the
organisation
 Enhanced enthusiasm in employees and stakeholders to involve themselves in
organisational development process
 Higher productivity, better morale, improved quality and lesser conflicts in the
organisation
 Setting clear goals and developing appropriate leadership in the organisation
PRE-REQUISITES FOR SUCCESS OF ODI
ODI can be successful when due care is taken on the following aspects:
- Clarifying the organisational goals to all, to create a sense of direction
- Explaining the crisis to get a realization of need for change
- Getting appreciation of need for change within the organisation
- Bringing sense of oneness and participation
- Drawing up concrete action plans
- Coordinating the activities effectively
- Generating debate in the organisation for evolving strategic changes
- Improving the work culture through teamwork, communication, commitment and
operational consistency.
- The methodology and approach in ODI aims at creating openness, trust, mutual
confidence and collaboration and bring about effective interaction in the pursuit of
organisational goals.
 Chapter II
NEED FOR ODI IN DCCB, KURNOOL
District Central Cooperative Bank, Kurnool requested NABARD vide their letter No.
KDCCB/DEV/Trg. 2017-18 dated 18 January 2018 to conduct ODI in their Bank. NABARD while,
accepting the request of the bank conveyed that NABCONS will be conducting the ODI after
consultation, vide letter No NB.APRO.Hyd.2196/IDD-C-23 (B)/2017-18 dated 8 February 2018.
On receipt of acceptance from the Bank ODI was taken up by NABCONS DCCB Kurnool in two
spells. i.e., 16.2.2018 and 17.02.2018 by conducting pre ODI diagnostic study, meeting of CEO
and Top Management Officials and other initiatives (meeting of people and conducted
atmosphere scanning) and the second spell was taken up from 21.2.2018 to 27.2.2018, after
consultation with CEO,DCCB, Kurnool. The day to day schedule is enclosed in the Annexure I.
PROFILE OF DCCB, KURNOOL
DCCB Kurnool was registered on 08.02.1919 and commenced its banking business from the
date of registration i.e, 08.02.1919. The Reserve Bank of India had issued license to the bank
on 28 November 2011, which specified the area of operation of the bank as the entire districts
of Kurnool.
STRUCTURE OF THE BANK
The Chief Executive Officer is assisted by a General Manager (GM I/C).The total staff strength
of the DCC Bank Kurnool is as under:
Designation No.
Chief Executive Officer CEO 01
General Manager GM 01
Deputy General Managers DGMs 03
Assistant General Managers AGMs 02
Managers Mgrs 24
Assistant Managers AMs 54
Staff Assistants 91
Messengers 21
Total 190
The financial performance of the Bank as on 31 March 2015, 2016 and 2017 is as under:
(Rs. Lakh )
Sl.No Key Parameters 2014-15 2015-16 2016-17
A Business Level
1 Owned Funds 9191.94 11132.81 11642.39
a) Total Share Capital 5661.97 7550.79 9144.22
b) State Govt. 974.80 974.80 974.80
c)Reserves/Other funds/Provisions 3529.97 3582.02 2498.17
2 Deposits (Total) 26538.89 36920.04 47706.63
Sl.No Key Parameters 2014-15 2015-16 2016-17
a) Demand Deposits 3134.20 4139.80 6686.70
b) Term Deposits 23404.69 32780.24 41019.93
c) % of CASA deposits to Total 11.81% 11.21% 14.02%
Deposits
3 Borrowings Outstanding 32063.18 45511.50 61101.99
i Of which from NABARD/APCOB 31654.99 45138.30 60728.80
ii Of which from others 408.19 373.19 373.19
4 Investments 14875.77 14957.24 18952.61
a) SLR 13730.60 12879.73 17366.52
b) Others 1145.17 2077.51 1586.09
5 Loans Issued 41929.54 86323.10 95503.00
i Short Term SAO 27791.42 59642.59 57906.93
ii Short Term Others 6163.87 8751.37 22501.39
iii Term Loans Agriculture 6590.79 15884.79 12508.75
iv Term Loans Non Agriculture 1383.46 2044.35 2586.42
6 Loans and advances 44547.87 67276.43 86219.89
Outstanding(Total)
i Of which ST SAO 24494.47 34713.44 36670.38
ii ST Others 5403.70 6268.68 16056.06
iii Term Loans to Agriculture 12665.49 23525.45 29903.91
iv Term loans to Non Agriculture 1984.21 2768.86 3589.54
B Other Parameters
7 Recovery Performance
i % of recovery to demand (June End) 80.10% 86.81% 79%
8 Classification of Assets as per
Prudential Norms
i Standard 42250.59 63962.58 81940.97
ii Sub standard 1416.68 2382.40 3310.43
iii Doubtful 857.60 931.44 946.00
iv Loss 23.00 23.00 23.00
v Total impaired assets (ii+iiii+iv) 2297.28 3336.84 4279.43
Sl.No Key Parameters 2014-15 2015-16 2016-17
Percentage of total impaired assets to 5.15% 4.93% 4.96%
total Loans O/s
Net NPA% 2.27% 2.99% 3.31%
9 Profit 375.17 405.55 202.91
10 Net Margin 0.58 0.73 0.27
11 Accumulated losses (-)2087.30 (-)1681.74 (-) 1478.83
12 Productivity
a) Per branch 3231.22 4736.20 6087.57
b) Per employee 559.74 906.05 1022.84
c) No. Of branches 22 22 22
d) No. Of employees 127 115 131
13 CRAR 9.04% 9.71% 9.61%