外文文獻(xiàn)翻譯--財(cái)務(wù)管理評(píng)估及其對(duì)銀行業(yè)績(jī)的影響（節(jié)選）

1、<p>　　1500單詞，8900英文字符，2500漢字</p><p>　　文獻(xiàn)出處：Pandey, S. K. (2013). Evaluation of financial management and its impact on overall performance of bank: A study of state co-operative bank[J]. Journal of Comme

2、rce and Accounting Research, 2013(4), 36-44.</p><p><b>　　原文</b></p><p>　　EVALUATION OF FINANCIAL MANAGEMENT AND ITS IMPACT ON OVERALL PERFORMANCE OF BANK: A STUDY OF STATE CO-OPERATI

3、VE BANK</p><p>　　Sanjay Kumar Pandey</p><p><b>　　Abstract</b></p><p>　　In present scenario of liberalization, privatization, and globalization (LPG) banking sector is on

4、e of the most important financial institutions which plays active role in present economic environment by developing trade, commerce and industry. State co-operative banks are one of the financial institutions in co-oper

5、ative sector which were established for development of co-operative movement in the country and specially in rural India. The SCBs (State Co-operative Banks) co-ordinate and regulate</p><p>　　Keyword: State

6、Co-operative Banks, Financial management, Financial performance, NPA, Financial Ratio</p><p>　　INTRODUCTION</p><p>　　Financial management is the art and technique of procuring required funds for

7、 the enterprises and ensuring the most judicious and effective utilization of the funds procured for the enterprise. Procuring funds at minimum possible cost and utilizing them to get adequate returns to cover the cost o

8、f borrowing and also leave a fair margin to meet the operational costs, reserve requirements, etc. is the main function of financial manager. The most appropriate use of such funds also forms a part of f</p><p

9、>　　According to Soloman, “Financial management is concerned with efficient use of important economic resources, namely, capital funds. Financial management is applicable to every type of organization, irrespective of

10、its size, kind or nature. Where there is use of finance, financial management is helpful. Its main aim is to use business funds in such a way that firm?s value/ earnings are maximized.”</p><p>　　In present s

11、cenario of liberalization, privatization, and globalization (LPG) banking sector is one of the most important financial institutions which plays active role in present economic environment by developing trade commerce an

12、d industry. State co-operative banks are the one of the financial institution in co-operative sector which are established for promoting co-operative movement in the country. State co-operative banks are said to be the a

13、pex institutions for states in Indian federal st</p><p>　　Therefore, financial management is very much applicable and useful to state co-operative banks to run the organization efficiently and smoothly. Impl

14、ication of financial management in state co-operative bank is useful because it deals with raising fund as capital, borrowings, deposits from public and using these funds for granting loan and advances to loanee and inve

15、stment for generation of income. The financial management in co-operative bank has the following goal: Maximizing Surplus: as co-op</p><p>　　Minimizing Risk: a sound financial management must anticipate fina

16、ncial risk and must try to reduce it. Forecasting such risk is an important aspect of financial management.</p><p>　　Maintain Control: control over the flow of finance and safeguarding its utility are major

17、aspects of financial control. Then the cash flow must be watched and monitored properly and efficiently.</p><p>　　Achieve Flexibility: surplus provides cushion during the times of uncertainties and it must b

18、e maintained wisely without hampering the interest of society and members.</p><p>　　On the other hand, in a co-operative, owners or members are the primary users. Therefore, in the co-operative environment,

19、the theory of profit maximization generally will not hold true. Co-operatives have objectives other than generating direct profits for its owners. These unique objectives may cause operational decisions made by cooperati

20、ve managers and directors to sometimes differ from those made by management of(investor-oriented firm) IOFs. Investment in a co-operative is primarily based </p><p>　　REVIEW OF LITERATURE</p><p>

21、;　　Sinha S.K. and Sahaya, Management of Co-operative</p><p>　　Enterprise (1981): In Chapter XVI: Financial management in Co-operative, they</p><p>　　discussed theoretically about objective of fi

22、nancial management, financial planning, management of liabilities, management of assets, management of expenses, and profitability ratio in co-operatives institutions.</p><p>　　Nakkiran,S, Cooperative Manage

23、ment, (2006): In Chapter 12: Financial Management in Co-operative, he focused on financial decisions which include investments, financing, working capital and dividend decision. He explained about function, importance, r

24、esponsibilities, and financial planning. He elaborated theoretically all the financial decisions in best possible manner. He also discussed financial aspect through cash flow, fund flow and ratio analysis. Kumbirai, M. a

25、nd Webb, W. (2010). A Financia</p><p>　　David S. Chesnick, “Financial Management and Ratio Analysis For Cooperative Enterprises”. In this study he discusses differences in financial management and goals betw

26、een the investor-oriented firms and co-operatives. It briefly reviews what bankers look for when appraising potential borrowers. A summary of standard financial ratios used to analyze a variety of business structures is

27、included, along with other modified ratios to address deficiencies evident in standard ratios.</p><p>　　Mavaluri, Boppana and Nagarjuna (2006) suggested that performance of banking in terms of profitability,

28、 productivity, asset quality and financial management has become important to stable the economy. They found that public sector banks have been more efficient than other banks operating in India.</p><p>　　Si

29、ngla (2008) emphasized on financial management and examined the financial position of sixteen banks by considering profitability, capital adequacy, debt-equity and NPA.</p><p>　　NATURE AND SCOPE OF THE STUDY

30、</p><p>　　The present study is empirical and descriptive in nature. The study is confined to examine the financial management, financial performance, and overall growth of state cooperative bank. For this, a

31、ll existing 31 state co-operative banks in India are taken into consideration.</p><p>　　OBJECTIVES</p><p>　　1. To evaluate the financial performance of state cooperative banks</p><p&g

32、t;　　2. To examine the overall growth rate.</p><p>　　3. To evaluate use of financial management in state co-operative banks and its real impact on overall performance of state co-operative bank.</p>&l

33、t;p>　　4. To examine the status of state co-operative bank by applying the tools of financial management.</p><p>　　METHODOLOGY</p><p>　　This study is based on secondary data. Journal, periodic

34、al and published reports are the main source of secondary data. Basically, secondary data (i.e. facts and figures) are collected from ?Report on Trend and Progress of Banking?. Study period is considered 2004-05 to 2007-

35、08. Financial management tools like Common Size Statement, Ratio analysis and Cash Flow are used for analysis of data.</p><p>　　PROFILE OF THE STATE COOPERATIVE BANKS</p><p>　　It includes: a) Nu

36、mber of co-operative bank, b) Balance Sheet Indicators, c) Financial Performance, and d) Non-performing Assets during the study period i.e. 2004-05 to 2007-08.At the end, growth rate in percentage is ascertained for each

37、 individual item.</p><p>　　a. Number of co-operative banks: It shows number of state co-operative banks during the study period.</p><p>　　b. Balance Sheet Indicators: Here all main components of

38、 balance sheet are revealed from 2004-05 to 2007-08.</p><p>　　c. Financial Performance: It highlights banks in profit, banks in loss, overall profit/ loss (-) , and accumulated loss(-).</p><p>　

39、　d. Non-performing Assets: It shows NPA amount, NPA as percentage of Loans Outstanding, and NPA Recovery of Loans to Demand (%).</p><p>　　Financial Performance</p><p>　　Number of state co-operat

40、ive banks in profit are 26, 27, 27, 23 in year 2004-05, 2005- 06, 2006-07, 2007-08 respectively and growth in profit is ascertained negative in 2007-08 as compared 2004-05, i.e. -11.54%. ?Number of banks in Profit? is re

41、duced from 26 in year 2004-05 to 23 in year 2007-08. Consequently, amount of profit also reduced from 328 corers in year 2004-05 to 234 corers in year 2007-08. It indicates poor functioning and financial management in th

42、e banks.</p><p><b>　　譯文</b></p><p>　　財(cái)務(wù)管理評(píng)估及其對(duì)銀行業(yè)績(jī)的影響: 國(guó)家合作銀行的一項(xiàng)研究</p><p><b>　　桑杰庫(kù)·馬爾·潘迪</b></p><p><b>　　摘要</b></p>

43、<p>　　在當(dāng)前自由化、私有化和全球化的背景下，銀行業(yè)是最重要的金融機(jī)構(gòu)，通過(guò)發(fā)展貿(mào)易、商業(yè)和工業(yè)，在目前的經(jīng)濟(jì)環(huán)境中扮演著積極的角色。國(guó)家合作銀行是一個(gè)合作聯(lián)營(yíng)性質(zhì)的金融機(jī)構(gòu)，比如：在印度農(nóng)村就有很多。國(guó)家合作銀行協(xié)調(diào)和規(guī)范區(qū)中央合作銀行的工作。他們作為盈余資金的托管人，補(bǔ)充吸引來(lái)自社會(huì)上的存款，以及來(lái)自印度央行的貸款。村級(jí)合作銀行是國(guó)家合作發(fā)展銀行的基礎(chǔ)形式這一。因此，財(cái)務(wù)管理是非常適用于合作銀行，促進(jìn)銀行組織的有效和

44、順利運(yùn)行。在國(guó)家合作銀行中，財(cái)務(wù)管理的應(yīng)用是極為有用的，因?yàn)樗技Y金作為銀行資本、貸款、存款用來(lái)發(fā)放貸款以及作為進(jìn)一步的債權(quán)人獲得投資收入。本文試圖通過(guò)評(píng)估國(guó)家合作銀行的財(cái)務(wù)管理情況，檢查整體增長(zhǎng)率，評(píng)估使用財(cái)務(wù)管理對(duì)國(guó)家合作銀行的整體績(jī)效的影響，并檢查目前合作銀行運(yùn)用財(cái)務(wù)管理工具的狀態(tài)。</p><p>　　關(guān)鍵詞: 國(guó)家合作銀行；財(cái)務(wù)管理；財(cái)務(wù)業(yè)績(jī)；財(cái)務(wù)比率</p><p><

45、b>　　引言</b></p><p>　　財(cái)務(wù)管理是一門藝術(shù)和技巧，可以為企業(yè)募集到所需的資金，并確保能夠?qū)①Y金得到最明智和有效的利用。以最小的成本募集資金，并且利用他們獲得足夠的多的回報(bào)，保留一個(gè)公平的利潤(rùn)來(lái)滿足運(yùn)營(yíng)成本，存款準(zhǔn)備金率要求等等，這些都是財(cái)務(wù)經(jīng)理的主要功能。以最適合的方式來(lái)使用這些資金也是財(cái)務(wù)管理的一部分。</p><p>　　根據(jù)所羅門的觀點(diǎn),“財(cái)務(wù)管理

46、涉及到重要經(jīng)濟(jì)資源的有效利用，即資本基金。財(cái)務(wù)管理適用于所有類型的組織，而無(wú)論其大小、類型或性質(zhì)如何。哪里需要使用金融，那么財(cái)務(wù)管理都是很有幫助的。它的主要目的是以最佳的業(yè)務(wù)資金使用方式使公司的收益價(jià)值最大化。</p><p>　　特別是在自由化、私有化和全球化的背景下，銀行業(yè)是最重要的金融機(jī)構(gòu)，在目前的經(jīng)濟(jì)環(huán)境中扮演著積極的角色。國(guó)家合作銀行是金融機(jī)構(gòu)之一。國(guó)家合作銀行被認(rèn)為是印度聯(lián)邦機(jī)構(gòu)中的頂尖商業(yè)機(jī)構(gòu)。政府

47、、央行和農(nóng)村發(fā)展機(jī)構(gòu)負(fù)責(zé)推廣、資源供應(yīng)、國(guó)家合作銀行的監(jiān)管和控制。</p><p>　　因此, 財(cái)務(wù)管理的應(yīng)用是極為有用的，它不僅可以保證國(guó)家合作銀行的有效和順利運(yùn)行，還募集資金作為銀行資本、貸款、存款用來(lái)發(fā)放貸款以及作為進(jìn)一步的債權(quán)人獲得投資收入。銀行的財(cái)務(wù)管理有以下目標(biāo): 盈余最大化:合作銀行并不意味著他們就不是以盈余為主，它們需要增加盈余以滿足對(duì)社會(huì)成員的服務(wù)以及滿足銀行的日?；ㄙM(fèi)。</p>

48、<p>　　最小化風(fēng)險(xiǎn)：一個(gè)健全的財(cái)務(wù)管理必須要能夠預(yù)測(cè)到財(cái)務(wù)風(fēng)險(xiǎn)，并且必須盡量減少風(fēng)險(xiǎn)。預(yù)測(cè)這種風(fēng)險(xiǎn)是財(cái)務(wù)管理的一個(gè)重要方面。</p><p>　　保持控制:對(duì)財(cái)務(wù)流動(dòng)的控制和維護(hù)它的效用，是財(cái)務(wù)控制的主要方面。此外，現(xiàn)金流必須得到正確且有效地監(jiān)管。</p><p>　　靈活性: 盈余提供了緩沖時(shí)間的不確定性，它必須保證不會(huì)阻礙到社會(huì)成員的利益。</p><

49、p>　　另一方面，銀行所有者或成員都是其主要用戶。因此，對(duì)于合作銀行來(lái)說(shuō)，利潤(rùn)最大化的理論通常不適用。合作銀行還有其他的目標(biāo)，除了為其所有者帶來(lái)直接的利潤(rùn)外。這些獨(dú)特的目標(biāo)可能會(huì)導(dǎo)致經(jīng)營(yíng)決策不同于那些投資金融機(jī)構(gòu)等。合作銀行的投資主要是基于投資者的使用。此外，法律政策等經(jīng)常限制合作銀行的股息收入。因此，傳統(tǒng)的企業(yè)理論并不完全適用于合作銀行中。 </p><p><b>　　文獻(xiàn)綜述</b&g

50、t;</p><p>　　辛哈S.K與努比，合作企業(yè)的管理(1981):在第十六章:財(cái)務(wù)管理的合作,他們從理論上探討了關(guān)于財(cái)務(wù)管理的目標(biāo)、財(cái)務(wù)規(guī)劃、負(fù)債管理、資產(chǎn)管理、費(fèi)用管理、以及合作機(jī)構(gòu)的盈利能力比率。</p><p>　　萊可瑞,合作管理,(2006):在第12章：合作中的財(cái)務(wù)管理，他關(guān)注的財(cái)務(wù)決策包括投資、融資、營(yíng)運(yùn)資本和股息決策。并解釋了其功能、重要性、責(zé)任和金融規(guī)劃。他從理論上

51、闡述了金融決策最優(yōu)方式。他還通過(guò)現(xiàn)金流、資金流和比率分析探討了財(cái)務(wù)的各個(gè)方面?？ㄓ缺群晚f伯(2010)，通過(guò)財(cái)務(wù)比率分析南非商業(yè)銀行的績(jī)效:在這篇論文中，他們調(diào)查了南非商業(yè)銀行2005年到2009年間的財(cái)務(wù)績(jī)效。財(cái)務(wù)比率是用來(lái)衡量南非五大商業(yè)銀行的盈利能力、流動(dòng)性和信貸質(zhì)量的。研究發(fā)現(xiàn),在第一個(gè)兩年里，銀行的整體績(jī)效有了顯著提高。2007年，全球金融危機(jī)爆發(fā)之初,有了顯著的變化趨勢(shì), 2008 - 2009年期間達(dá)到頂峰。這些最終導(dǎo)致南

52、非的銀行業(yè)盈利能力下降、流動(dòng)性低與信貸質(zhì)量惡化。</p><p>　　大衛(wèi)s . 奇森尼克，“合作企業(yè)的財(cái)務(wù)管理和比率分析”。在這項(xiàng)研究中,他討論了投資者導(dǎo)向的公司與合作企業(yè)財(cái)務(wù)管理和目標(biāo)的不同。并簡(jiǎn)要闡述了銀行家需要尋找什么樣的潛在借款人。對(duì)標(biāo)準(zhǔn)財(cái)務(wù)比率的描述主要是用于分析各種業(yè)務(wù)結(jié)構(gòu),來(lái)解決標(biāo)準(zhǔn)比率中明顯的缺陷與不足。</p><p>　　馬維拉瑞,波帕與龍樹(shù)(2006)提出，銀行的績(jī)

53、效使由盈利能力、生產(chǎn)率、資產(chǎn)質(zhì)量和財(cái)務(wù)管理來(lái)決定的，這些已成為經(jīng)濟(jì)穩(wěn)定的重要因素。他們發(fā)現(xiàn)，在印度，公共部門銀行比其他銀行的運(yùn)營(yíng)更有效率。</p><p>　　色格拉(2008) 通過(guò)盈利能力、資本充足率、負(fù)債產(chǎn)權(quán)和NPA強(qiáng)調(diào)了財(cái)務(wù)管理的重要性，并分析了16家銀行的財(cái)務(wù)狀況。</p><p><b>　　研究的性質(zhì)和范圍</b></p><p>

54、;　　目前的實(shí)證性和描述性的研究。這項(xiàng)研究?jī)H限于研究財(cái)務(wù)管理、財(cái)務(wù)業(yè)績(jī)和國(guó)家合作銀行的整體增長(zhǎng)。為此，所有現(xiàn)有的31個(gè)州的印度合作銀行都需要考慮。</p><p><b>　　目標(biāo)</b></p><p>　　1. 評(píng)估國(guó)家合作銀行的財(cái)務(wù)業(yè)績(jī)；</p><p>　　2. 檢查整體增長(zhǎng)率；</p><p>　　3. 評(píng)估財(cái)

55、務(wù)管理在合作銀行中的使用情況，及其對(duì)銀行整體業(yè)績(jī)的影響。</p><p>　　4. 檢查合作銀行運(yùn)用財(cái)務(wù)管理的工具的情況。</p><p><b>　　方法</b></p><p>　　本研究基于的是二次數(shù)據(jù)。雜志、期刊、發(fā)表的報(bào)告等是輔助的數(shù)據(jù)主要來(lái)源?；旧蟻?lái)說(shuō)，輔助數(shù)據(jù)的收集(即事實(shí)和數(shù)據(jù))來(lái)源于銀行業(yè)的發(fā)展趨勢(shì)和進(jìn)展報(bào)告。研究期間是從2

56、004 年5月到2007年8月。財(cái)務(wù)管理工具，比如常見(jiàn)的聲明，比率分析和現(xiàn)金流都被用于數(shù)據(jù)的分析。</p><p><b>　　國(guó)家合作銀行</b></p><p>　　包括:（a）合作銀行的數(shù)量；（b）資產(chǎn)負(fù)債表指標(biāo)；（c）銀行的財(cái)務(wù)表現(xiàn)；</p><p>　?。╠）在2004 年5月到2004年8月期間的不良資產(chǎn)。最后，為每個(gè)單獨(dú)的項(xiàng)目確定

57、增長(zhǎng)比例；</p><p>　　a. 合作銀行的數(shù)量: 它顯示了在研究期間， 國(guó)家合作銀行的數(shù)量；</p><p>　　b. 資產(chǎn)負(fù)債表指標(biāo): 這里的所有的資產(chǎn)負(fù)債表顯示時(shí)間都是從2004年5月到2007年8月；c. 財(cái)務(wù)業(yè)績(jī): 它強(qiáng)調(diào)了銀行的利潤(rùn)、銀行損失、總利潤(rùn)/損失、累計(jì)損失等；</p><p>　　d. 不良資產(chǎn): 它表明不良資產(chǎn)的數(shù)量，不良資產(chǎn)的未償貸款比

58、例等。 </p><p><b>　　財(cái)務(wù)業(yè)績(jī)</b></p><p>　　國(guó)家合作銀行的盈利情況為：2004年 5月為26家；2005年6月是27家；2006 年 8月是27家，2006年7月是23家，利潤(rùn)的增長(zhǎng)率在2007 年 8月相比于2004年5月，為-11.54%的增長(zhǎng)。數(shù)量從2004年5月份的26家降低到了2007年8月份的23家。因此，利潤(rùn)總額也從328