Active learning is a process whereby students engage in activities, such as reading, writing, discussion, or problem solving that promote analysis, synthesis, and evaluation of class content.
This document discusses cash management for business organizations. It covers controlling cash levels, controlling cash inflows and outflows, and optimally investing excess cash. Tools for cash planning include net cash forecasts and cash budgets. Cash budgets in particular are important for evaluating financial performance, setting dividend policies, and planning by indicating cash surpluses or deficiencies. Controlling cash outflows is also discussed. Overall the document provides an overview of key aspects of effective cash management for organizations.
Warehouse Receipt and Collateral Managementdearasthana
Warehousing and collateral management play an important role in Indian agriculture by allowing for the storage of seasonal produce until consumption periods. The development of negotiable warehouse receipts and their dematerialization has improved post-harvest handling by facilitating credit access and linkages between spot and futures commodity markets. Extension professionals can educate farmers on utilizing warehouses, negotiable receipts, pledge financing, and commodity futures to avoid distress selling and better market their agricultural output.
Active learning is a process whereby students engage in activities, such as reading, writing, discussion, or problem solving that promote analysis, synthesis, and evaluation of class content.
This document discusses cash management for business organizations. It covers controlling cash levels, controlling cash inflows and outflows, and optimally investing excess cash. Tools for cash planning include net cash forecasts and cash budgets. Cash budgets in particular are important for evaluating financial performance, setting dividend policies, and planning by indicating cash surpluses or deficiencies. Controlling cash outflows is also discussed. Overall the document provides an overview of key aspects of effective cash management for organizations.
Warehouse Receipt and Collateral Managementdearasthana
Warehousing and collateral management play an important role in Indian agriculture by allowing for the storage of seasonal produce until consumption periods. The development of negotiable warehouse receipts and their dematerialization has improved post-harvest handling by facilitating credit access and linkages between spot and futures commodity markets. Extension professionals can educate farmers on utilizing warehouses, negotiable receipts, pledge financing, and commodity futures to avoid distress selling and better market their agricultural output.
Global Warming and Cooperatives: Capacity Building of Farmersdearasthana
This slide trace a link between cooperative institution, farmers, agriculture and global warming. It shows how agriculture activity induce global warming.
Indian coopertive movement and agriculturedearasthana
The document discusses the history and development of the cooperative movement in India over the past 100+ years. It began in 1904 with the Cooperative Credit Society Act to help farmers access credit without relying on money lenders charging high interest rates. Since then, cooperatives have expanded across agriculture, providing farmers credit, inputs, marketing, services, and supporting agro-industries like sugar and dairy. Today, India has over 500,000 cooperatives with over 200 million members, covering most villages and households. Cooperatives play a major role in the rural economy and agriculture sector.
The document discusses financial exclusion in India, where nearly half the population is unbanked and lacks access to basic financial services. It outlines various barriers that contribute to financial exclusion, including low income, lack of assets or savings, and geographical remoteness. The definition of financial inclusion promoted by the Rangarajan Committee is discussed as ensuring access to appropriate and affordable financial products and services for vulnerable groups. Government and banks have taken steps to promote inclusion through no-frills accounts, business correspondent models, self-help groups, and financial literacy programs. However, challenges remain around high transaction costs, limiting business models, and lack of involvement from large technology players.
13. Ekfgyk l’kfDrdj.k gsrq Lkkekftd cnyko
• f’k{kk & f’k{kk ds fcuk efgyk l’kDrdj.k iwjk ugh gks
ldrk] f’k{kk dk izlkj xjhch js[kk ls uhps rd dh
efgykvksa esa Hkh gksuk pkfg,A iajkijxr f’k{kk Hkh nh tkuk
pkfg,aA
• LokLF; & efgykvksa ds thou dky esa dqiks"k.k o chekjh
dk [krjk jgrk gSA muds thoupdz esa iks"k.k laca/kh
vko’;drkvksa dks iwjk fd;k tkuk pkfg,A
• LoPN is;ty o LoPNRrk & xzkeh.k o 'kgjh xjhc cfLr;ksa
esa LoPN is;ty] 'kkSpky; vkfn dh lqfo/kkvksa ij fo’ks"k
/;ku fn;k tkuk pkfg,A
• vkokl & xzkeh.k o 'kgjh {ks=ksa esa vkokl uhfr dk ikyu
xjhch js[kk dks ns[kdj ds Hkh fd;k tkuk pkfg,A
14. • fu.kZ; {kerk & efgykvksa ds }kjk vius dk;Z{ks=
esa fu.kZ; ysus dh {kerk dk fodkl fd;k tkuk
pkfg,A ftlds fy, ljdkj us 73 osa 74 osa
lafo/kku la’kks/ku }kjk efgykvks ds fy, iapk;rh
jkt o uxjikfydk ds pquko esa 33 izfr’kr
lhVksa dks vkj{k.k iznku fd;k gSA ftlls muds
fu.kZ; {kerk esa o`f) gqbZ gSA
lgdkjh vf/kfu;e 1960 esa 97 osa la’kks/ku ds
vuq:i lapkyd eaMy esa nks in efgykvksa ds
fy, vkjf{kr fd;s x;s gSA
15. Ekfgyk l’kfDrdj.k o laoS/kkfud
izko/kku
• vuqPNsn 14 lerk dk vf/kdkj A
• vuqPNsn 15 ¼3½ efgykvksa o cPpksa ds fy,
fo’ks"k lqfo/kk
• vuqPNsn 16 ukSdjh esa lekurk A
• vuqPNsn 19 leku vfHkO;fDr A
• vuqPNsn 21 izk.k o nSfgd LokrU=rk A
16. • vuqPNsn 23&24 ukjh dz;
izFkk ij jksd
• vuqPNsn 243 ¼4½ iapk;rh
laLFkkvksa ds pquko esa 33
vkj{k.k ¼73 o 74 lafo/kku
• vuqPNsn 330 yksdlHkk esa
¼84 lafo/kku la’kks/ku½
fodz; o csxkj
jkt o uxjh;
izfr’kr efgyk
la’kks/ku½
efgyk vkj{k.k
17. jkT; ds uhfr funs’kd rRoksa esa efgyk
l’kfDrdj.k
vuqPNsn 39
jkT; dk ;g drZO; gS fd &
1 iq#"k o L=h lHkh dks thfodk ds Ik;kZIr lk/ku
izkIr djus dk volj iznku djs A
2 iq#"k o L=h dks leku dk;Z ds fy, leku
osru dk izko/kku djs A
18. Ekfgyk l’kfDrdj.k o vU; dkuwu
• Ckkxku Je vf/kfu;e 1951 & efgyk deZdkj dks
vius cPpksa dks nw/k fiykus ds fy, fo’ks"k vodk’k
• deZpkjh jkT; chek fofue; vf/kfu;e 1952 &
izlwrh ykHk dh nok fpfdRlh; izek.ki= dh frfFk ls
ykxw A
• [kku vf/kfu;e 1952 & Hkwfexr [kknkuksa esaefgykvksa
ds fu;kstu ij jksd A
• chMh deZdkj vf/kfu;e 1966 & efgyk deZdkjksa ds
fu/kkZfjr lhek esa gksus ij f’k’kqlnu dh O;oLFkk A