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Books on the topic 'Group-lending'

Author: Grafiati

Published: 4 June 2021

Last updated: 21 February 2023

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1

Sarma, Sushanta Kumar. The best model for micro-lending: Self help group or joint liability group? Anand: Institute of Rural Management, 2013.

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2

K, Naveen Kumar. Progressive lending as a dynamic incentive mechanism in microfinance group lending programmes: Empirical evidence from India. Bangalore: Institute for Social and Economic Change, 2011.

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3

Gomez, Rafael. Do peer group members outperform individual borrowers?: A test of peer group lending using Canadian micro-credit data. Ottawa: Bank of Canada, 2003.

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4

Copestake, James G. NGO sponsorship of group lending in rural India: Context, theory and a case study. Bath: University of Bath, Centre for Development Studies, 1994.

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5

Oketch, Henry Oloo. A diagnostic survey of the workings of group-based lending: The case of K-REP's Juhudi credit scheme-Kibera. Nairobi: Kenya Rural Enterprise Programme, Research, Monitoring and Evaluation Dept., 1992.

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6

Paths of development: CCR-IFCU poverty reduction research project report : an assessment of the Kenya government's revolving loan funds programmes and the Catholic Church's self-help group approach projects. Nairobi: CUEA Press, 2014.

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7

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Political activity audit : The Allen Group, LLC. San Francisco: Office of the Controller, 2006.

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8

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Triage Consulting Group did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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9

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Political activity audit : Footloose Dance Company, Inc. San Francisco: Office of the Controller, 2006.

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10

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: San Francisco Pretrial Diversion Project, Inc. did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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11

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: A review of RCN Telecom Services, Inc. franchise fee payments. San Francisco: Office of the Controller, 2006.

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12

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: A review of Comcast of California III, Inc.'s franchise fee payments 2003 through 2005. San Francisco: Office of the Controller, 2007.

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13

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: North Tower Environmental, Inc. did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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14

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: NRG Energy Center San Francisco LLC owes additional franchise fees for 2003 through 2005. San Francisco: Office of the Controller, 2006.

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15

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: San Francisco Senior Action Network did not use City funds for political purposes. San Francisco: Office of the Controller, 2006.

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16

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Plaza Apartment Associates did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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17

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Political activity audit : Ace Legal Assistance. San Francisco: Office of the Controller, 2006.

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18

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Political activity audit : La Playa Apartments. San Francisco: Office of the Controller, 2006.

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19

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Asian Women's Shelter did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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20

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Political activity audit : Tigresse Fashion, LLC. San Francisco: Office of the Controller, 2006.

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21

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Reviews of department head transitions at seven City departments. San Francisco: Office of the Controller, 2006.

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22

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Shimmick Construction Company, Inc./Homer J. Olsen, Inc., a Joint Venture, complied with the City requirement not to use any City funds for political activities. San Francisco: Office of the Controller, 2004.

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23

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Mission Neighborhood Centers, Inc. did not use City funds for political purposes. San Francisco: Office of the Controller, 2005.

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24

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: The Family School did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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25

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Episcopal Community Services of San Francisco complied with the City requirement not to use any City funds for political activities. San Francisco: Office of the Controller, 2004.

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26

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Political activity audit : Up From Darkness, Inc. San Francisco: Office of the Controller, 2006.

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27

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Cody's Books complied with the requirement to not use City funds for political activities. San Francisco: Office of the Controller, 2007.

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28

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Political activity audit : RISE Institute. San Francisco: Office of the Controller, 2006.

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29

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Political activity audit : HomeBase, The Center for Common Concerns. San Francisco: Office of the Controller, 2006.

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30

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: The consulting firm of Paul Pitt did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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31

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: The Airport's investment in SFO Enterprises, Inc. will result in losses of $667,000 and may increase up to $1.5 million. San Francisco: Office of the Controller, 2007.

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32

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Edgewood Center for Children and Families did not use City funds for political purposes. San Francisco: Office of the Controller, 2004.

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33

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: The consulting firm of Nancy Giunta did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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34

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Southeast Asian Community Center did not use City funds for political purposes. San Francisco: Office of the Controller, 2005.

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35

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Public Glass did not use City funds for political purposes. San Francisco: Office of the Controller, 2007.

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36

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Florence Crittenton Services did not use City funds for political purposes. San Francisco: Office of the Controller, 2005.

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37

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: A review of Comcast Corporation's franchise fee payments, July 1, 2000, through December 31, 2002. San Francisco: Office of the Controller, 2004.

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38

Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Advent Capital Management, LLC did not use City funds for political purposes. San Francisco: Office of the Controller, 2005.

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39

San Francisco (Calif.). Office of the Controller. City Services Auditor Division. Board of Supervisors: Political activity audit : Museo ItaloAmericano. San Francisco: Office of the Controller, 2006.

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40

Goode, Roy. Group Trading & the Lending Banker. Hyperion Books, 1990.

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41

Khandker, Shahidur R. Grameen Bank Lending: Does Group Liability Matter? The World Bank, 2012. http://dx.doi.org/10.1596/1813-9450-6204.

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42

Prem, Christian. The Theory of Credit Contracts: With a Focus on Group Lending. Springer Gabler, 2020.

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43

Credit to Capabilities: A Sociological Study of Group-Based Lending in India. University of Cambridge ESOL Examinations, 2014.

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44

Célérier, Claire, Thomas Kick, and Steven Ongena. Changes in the Cost of Bank Equity and the Supply of Bank Credit. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198815815.003.0010.

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We explore the effect of tax reforms that decrease the cost of equity on bank lending. In 2000 and 2006, Italy and Belgium, respectively, introduced an allowance for corporate equity so that both firms and banks could deduct a notional interest on their equity from their taxable income. Because local firms were also affected by these reforms, we employ loan-level data from a credit register in a third country—Germany—to better identify the differential impact on lending by banks that were ‘treated’ by these tax reforms versus a control group of banks that were not. We find that the decrease in the cost of equity leads banks to raise their equity ratio, and to concurrently expand their balance sheet by increasing the amount of credit supplied in Germany. Conversely, the reversal of these reforms leads to a decrease in lending.

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45

Johnson, Dominic D. P. Strategic Instincts. Princeton University Press, 2020. http://dx.doi.org/10.23943/princeton/9780691137452.001.0001.

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A widespread assumption in political science and international relations is that cognitive biases — quirks of the brain we all share as human beings — are detrimental and responsible for policy failures, disasters, and wars. This book challenges this assumption, explaining that these nonrational behaviors can actually support favorable results in international politics and contribute to political and strategic success. By studying past examples, the book considers the ways that cognitive biases act as “strategic instincts,” lending a competitive edge in policy decisions, especially under conditions of unpredictability and imperfect information. Drawing from evolutionary theory and behavioral sciences, the book looks at three influential cognitive biases — overconfidence, the fundamental attribution error, and in-group/out-group bias. It then examines the advantageous as well as the detrimental effects of these biases through historical case studies of the American Revolution, the Munich Crisis, and the Pacific campaign in World War II. The book acknowledges the dark side of biases — when confidence becomes hubris, when attribution errors become paranoia, and when group bias becomes prejudice. Ultimately, it makes a case for a more nuanced understanding of the causes and consequences of cognitive biases and argues that in the complex world of international relations, strategic instincts can, in the right context, guide better performance. The book shows how an evolutionary perspective can offer the crucial next step in bringing psychological insights to bear on foundational questions in international politics.

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46

Chee Chee, Lim. Case Studies in Management and Business (Volume 3). UUM Press, 2017. http://dx.doi.org/10.32890/9789672064428.

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Institute for Management and Business Research (IMBRe) is pleased to put forward this book which contains a compilation of business management case studies.The cases in this book are meant for teaching and learning purposes which could be used for both the undergraduate and postgraduate levels.In specific, the first case about Lang Buana Museums requires students to apply their knowledge of how to manage an entity in public sector with respect to its accountability, financial management and accounting to address the Museums problems in trying to improve the operation and financial conditions of the Museums. The second case about Regular Care insurance and Critical Care insurance requires students to apply their knowledge of insurance management and also financial management about time value of money (TVM) concept in making purchase decisions for different needs of medical care and for different premium payment terms.The third case about BFN Bank Berhad requires students to apply their knowledge of bank management with respect to commercial banks operations and its lending activities to come up with turnaround strategies in reducing the banks non-performing loans (NPLs) to enable the bank to generate high return. The fourth case about Langkawi Buffalo Park requires students to apply their knowledge of how to manage a farm to improve its performance with respect to management, marketing and finance by conducting SWOT analysis and re-establishing the length of time expected to break even.The fifth case about a small family business requires students to apply their knowledge of strategic management by performing SWOT analysis, explaining how business creates values under cost-leadership strategy, discussing the disadvantages of resource-based model and identifying exit barriers. The sixth and last case about Knots Group Café requires students to apply their knowledge of human resource management with regard to the recruitment, development (talent management) and retention of employees for business sustainability.

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