...Engineering, RMG, Banking, HR, Development/NGO, Management Development and so forth. Since its inception, Bdjobs Training has been mentoring the professionals by providing latest industry focused education. BT, in this expedition, engages hundreds of industry experts to ensure quality education to the young entrepreneurs and professionals of the country. BT offers both short (1 or 2 days) and long courses in the form of workshop and certificate training. Also BT offers customized in-house training programs exclusively designed for a group of employees. Customized courses can be provided either at our training facilities or on-site at clients’ location. Our training programs are lively, interactive, and include role-playing and demonstrations of real-life workplace issues and solutions. bdjobstraining.com Page |2 bdjobstraining.com Page |3 TRAINING TRACKS Marketing/ Sales Track • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1111 Selling Techniques for Excellence 13 Lessons to turn every Company into Fantastic Brands Advance Selling Techniques Art of Pharmaceutical Sales Brand Management–Walking the Talk Branding for Bangladeshi Business Constructive & Modern Leadership Approach in Selling through Team Building Corporate Sales Management for Excellence Creating New Prospects and Managing Sales Pipeline Creative & Successful Selling Techniques for Excellence Customer Relationship Management (CRM) Digital / On-line Marketing...
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...world affairs. Now, there are about twelve thousand NGOs in all over the world operating in most countries. These organizations are not directly affiliated with any national government, but often have a significant Impact on the social, economy and political activity of the country or region involved. So, we can say that NGOs have become major players in the field of international and national development. Bangladesh has largely failed to assist the poor or reduce poverty because of limited resources and planning, while NGOs have grown dramatically, but it ostensibly fails to fill this gap. There are more and bigger NGOs here than in any other country of equivalent size. Here, NGOs have mainly functioned to service the needs of the landless, usually assisted by foreign donor funding as a counterpoint to the state's efforts. Besides all these, in the field of NGO, Financial Reporting process and application of accounting is disgraceful. NGOs in Bangladesh have increasingly become subject to question and criticism from the government, political parties, intellectuals and the public in genus for misuse of funds, gender discrimination, and nepotism. Absence of proper guidelines in preparing financial statements and reports makes it more complex. The government of Bangladesh doesn’t have any unique rules for preparing the financial reports. In this report we will discuss about the financial reporting and Accounting system of NGOs and hopefully, the analysis and discussion of reporting...
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...AMITY BUSINESS SCHOOL AMITY UNIVERSITY MARKET RESEARCH AND REPORT PREPARATION PROJECT- STARTING OF AN NGO SUBMITTED TO:- Ms. SONIA SINGH SUBMITTED BY:- RITU SHEKHAWAT ROLL NO.-108K03 A0101908415 RICHA CHAUDHARY ROLL NO.-108K23 A0101908045 STARTING an N.G.O. Even before you actually set up an NGO, you may simply not know where to start. A number of queries received at the NGO Cafe ask this question - where do I start? How do I know what to do? I am inspired, I want to do something, I want to help the poor... It’s not easy to get it right the first time. The first project, the first action, is fraught with problems you never anticipated. So, even before you start anything, be prepared: • Find an 'excuse': This is the spark, the initial reason for you to start along a path leading you to the setting up of an NGO. Many times it is a tragedy - such as a disastrous flood or a fire - that needs handling. Sometimes a more joyous event, such as a local festival, that brings the community into the streets to enjoy. Look at these initial trigger events as a learning experience, and as a means of building your network of friends and supporters. • Involve leaders: People and communities, in general, trust their leaders - not the political party types, but the 'real' leaders - the ones who do the actual work for the community, the ones who are active and care for the . Involve them at all stages of the project development and implementation, ask their permission...
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...1st Edition Logistics Disaster Management Training Programme DHA/94/2 GE.94-00020 Logistics 1st Edition Module prepared by R.S. Stephenson, Ph.D. Disaster Management Training Programme 1993 2 STRUCTURE AND ORGANIZATION OF RELIEF LOGISTICS CONTENTS Acknowledgements ................................................................................6 Introduction ............................................................................................7 Part 1 Relief logistics ..................................................................... 9 Introduction ............................................................................................9 Relief logistics .........................................................................................9 The operating environment ....................................................................12 Case Study – Part 1 .............................................................................12 Planning for effective implementation of logistics programs .....................14 International involvement .......................................................................15 Part 2 Structure and organization of relief logistics ................. 17 The flow of transport and goods ............................................................17 Facilities and equipment ........................................................................19 Operational and support functions ................
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...Adminstration MBA Programme fall 2009-2010 Change in Management The Challenge of Working Effectively Across Organizational and International Boundaries in introducing modernizations Presented to: Dr. Ahmad Seleim Presented by: Roula Jannoun Date: January 20th 2010 Pages: (21) Including Cover |Contents |Page | |Contents | | |Introduction | | |Overview of Municipal Assistance | | |Theoretical Back Ground | | |Prototype of implementing assistant for management change and reform | | |Saida Municipality: | | |Changing Management process and procedural ...
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...provides loan wih nominal conditions for a number of Income Generating Activities (IGAs). Sooner she spoke to the Chairperson of the "Jonaki Samiti" and became a memeber of that samity. After accomplishing all the regulations together with general savings she got her first loan installment of Taka 7000. She invested the money in vegetable cultivation. Subsequently she was able to sell some amount of vegetable per week after meeting her own family demand which helped her husband with additional income. In the intervening time she was able to save Taka 3000 along with the ragular savings of samiti and gradually she repaid the loan. After the repayment of first loan amount she applied again for an amount of Taka 20,000. Considering her financial condition and determination "Jonaki Samiti" sanctioned the loan. Inspired by this, Rabeya started a large scale plantation of betel-leaf and this time she involved her husband into her work. Thier conscientious and diligent effort finally resulted into a teeming betel-leaf plantation. At present they...
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...Proposal to Introduce Value Based Management in NGOs of Bangladesh Munima Siddika1 Abstract: Presently the rapid growth and diversification of the gigantic NGO sector of Bangladesh has given rise to questions and concerns, about their trade-offs between sustainability and pro-poor orientation; the impact and quality of services; corporate governance; management and accountability. The paper is based on a proposal to introduce a modern management system viz. value based management (VBM) in the NGOs of Bangladesh. Value-based management can be defined as an integrated management control system that measures, encourages and supports the creation of net worth. The report of Transparency International Bangladesh ‘Problems of Governance in the NGO Sector: The Way Out’ (TIB) 2007 is used here as an information source of finding out the flaws of existing management techniques. Finally the paper recommended implementation techniques of VBM in order to regain the image of the NGOs as a pioneer of social welfare in Bangladesh. Keywords: NGO, Transparency, Governance, Management, Strategies, Value Addition, Value Based Management etc. 1. Introduction Bangladesh has largely failed to assist the poor or reduce poverty because of limited resources and faulty planning, while Non Government Organizations (NGOs) have grown dramatically and ostensibly to fill up this gap. There are more and bigger NGOs here than in any other country of equivalent size. Bangladesh’s NGO sector is remarkable for the...
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...Reflection Organisational legitimacy, capacity and capacity development Mobilising against hunger and for life: An analysis of Derick W. Brinkerhoff capacity and change in a Brazilian network John Saxby Pretoria, South Africa Discussion paper No 58A June 2005 European Centre for Development Policy Management Centre européen de gestion des politiques de développement Study of Capacity, Change and Performance Notes on the methodology The lack of capacity in low-income countries is one of the main constraints to achieving the Millennium Development Goals. Even practitioners confess to having only a limited understanding of how capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows:...
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...Table of Contents List of Acronyms 1 SDPI Management Structure 2 SDPI Board of Governors 3 SDPI Mandate 4 About SDPI 5 1996-97: An Overview 6 Research Programme 8 Collaborative Research Projects 13 Reaching Out 15 Advocacy and Networking 20 Capacity Building 24 Management and Support Services 28 Annexures: I. SDPI Seminar Series 30 II. SDPI Staff 32 III. List of Project/Research Partners 33 IV. SDPI Members 34 V. Linkages and Networks 35 VI. Auditor’s Report 36 |List of Acronyms | | | | | | | |ASDCs Annual Sustainable Development Conferences | |CBO Community Based Organisation | |CBR Central Board of Revenue...
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...Social Audit: A Toolkit A Guide for Performance Improvement and Outcome Measurement CENTRE FOR GOOD GOVERNANCE Knowledge Technology People Social Audit: A Toolkit No part of this book may be reproduced in any form without permission in writing from the publisher, except by a reviewer or a research scholar who may quote brief passages in a review in a magazine or a newspaper or for research purposes as the case may be. Copyright CGG 2005 Printed and published by the Director General & Executive Director, Centre for Good Governance Dr MCR HRD IAP Campus, Road No. 25, Jubilee Hills, Hyderabad 500 033. 2 |||Social Audit: A Toolkit| |||||| |||||| |||||| ||Contents|||| |Preface|||| |List of abbreviations|||| SECTION – I. SOCIAL AUDIT EXPLAINED|7|| 1.|Introduction to Social Audit|9| 2.|Accountability Mechanisms: Cases from India|10|| 3.|Social Audit Vs Other Audits|13|| 4.|History of Social Audit|14|| 5.|Stakeholders and Social Audit|15|| 6.|Principles of Social Audit|17|| 7.|Uses and Functions of Social Audit|18|| 8.|Benefits of Social Auditing for Government Departments|19|| 9.|The Design and Methodology|20|| 10.|Social Audit for Government of Andhra Pradesh|21|| 11.|Good Governance and Social Audit|22|| 12.|Social Auditing and Performance Evaluation|24|| 13.|How does Social Audit work?|25|| 14.|Who can use Social Audit?|26|| 15.|Social Audit and Social Capital|27|| 16.|Designing...
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...Micro-Finance in India Micro-Finance in India Submitted by: S.GINMUANSANG NGAIHTE This project work is submitted as fulfillment of the requirement of B.COM(hons) Part III of Delhi University Submitted to: Prof. Shuchi Pahuja PGDAV college, Delhi University. Submitted by: S.GINMUANSANG NGAIHTE This project work is submitted as fulfillment of the requirement of B.COM(hons) Part III of Delhi University Submitted to: Prof. Shuchi Pahuja PGDAV college, Delhi University. Shri Ram College of Commerce B.Com(h) Part-III Roll no.13/10 #9650430713 [Type the fax number] [Pick the date] Shri Ram College of Commerce B.Com(h) Part-III Roll no.13/10 #9650430713 [Type the fax number] [Pick the date] DECLARATION I S.Ginmuansang Ngaihte hereby declare that the Project entitled Micro-finance in India submitted to University of Delhi in fulfillment for the degree of Bachelor in Commerce (honors). Whatever is written in this project is a bonafide work of mine and to the best of my knowledge. Place: Signature Date: ACKNOWLEGDMENT The satisfaction and euphoria that accompanied the successful completion of any task would be incomplete without the mention of the people who made it possible, whose constant guidance and support led to ultimate success. I would like to take this opportunity to express my profound gratitude and respect to my mentor Dr. Shuchi Pahuja, Associate Prof...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem...
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................ 5 2.1 Ghana Co-operative Credit Unions Association (GCCUA).....................................5 2.1.1 Some Current Performance of GCCUA.............................................................. 6 2.1.2 Outstanding Challenges and Future Resource Requirements of CUA ........ 6 2.1.3 Summary of Credit Unions Annual Performance ............................................. 6 2.2 GHANA CO-OPERATIVE SUSU COLLECTORS’ ASSOCIATION (GCSCA)..................7 2.2.1 Some Current Performance of GCSCA .............................................................. 7 2.2.2 Outstanding Challenges and Future Resource Requirements for GCSCA .. 7 2.2.3 PERFORMANCE COMPARISON OF GCSCA TO CUA AS AT OCTOBER 2007.. 8 2.3 ASSOCIATION OF FINANCIAL NGOs (ASSFIN) ............................................................8 2.3.1 Some Current Performance of ASSFIN ................................................................ 9 2.3.2 Outstanding Challenges and Future Resource Requirements for ASSFIN .... 9 2.4 GHANA COOPERATIVE COUNCIL (GCC) ..................................................................9 2.4.1 Some Current Performance of...
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...MINISTRY OF EDUCATION AND HUMAN RESOURCES EXTENSION OF THE PROJECT DOCUMENT TO IMPROVE THE LEVEL OF EDUCATIONAL ACHIEVEMENT IN PRIMARY SCHOOLS IN DEPRIVED REGIONS YEAR 2008 The overall objective of this project is to support the Ministry of Education and Human Resources to fulfil its commitment to achieve the UN Millennium Development Goals 1 and 2, with specific reference to EFA goals by 2015, and accelerate the educational reform through the implementation of the “National Strategic Plan for Education and Training 2008 – 2020”. The existing “Zones d’Education Prioritaires” programme has generated some interesting innovative practices in areas of remedial education, school feeding programme, enabling learning and teaching environment; it has also provided a trial for State/Private Sector partnerships in the sector of education. The actions identified to meet the above will be: • Upgrading the school feeding programme; strengthening best practices generated within the framework of the ZEP programme during period 2003 – 2007 and expanding to other primary schools with low performances; consolidating Key Performance Indicators (KPI) System for continuous assessment. Increasing the efficiency of the existing food programme for ZEP schools, by establishing national policy and strategy framework, operational guidelines as well as promoting experimental community mobilisation initiatives with the objective of improving children and community food habits and ameliorating nutritional...
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...Policy Goals 2.2 Areas of Focus 2.3 The Strategic Framework Chapter 3 13 13 16 19 Managing and Implementing the ESP 3.1 Sector Wide Approach 3.2 Co-ordination of Stakeholder Inputs 3.3 Implementation of ESP through Work Programming and Operational Planning Chapter 4 34 34 36 37 Monitoring Education Sector Performance 4.1 Indicators 4.2 ESP Review Chapter 5 40 40 41 Financial Framework for the ESP 5.1 Cost projections 5.2 Funding the ESP 42 42 43 Annexes 46 1 Education Strategic Plan, Volume 1 Abbreviations BECE BOG CBO CPM CRT DP EA EFA EM EMIS ERRC ESP ESPRR ESR ESTAC FBO FCUBE FPMU GER GES GETFund GoG GPRS HIV/AIDS HQ HT ICT IEC IGO INSET JSS KG M&E MNS MoE MoMDE MoEP MoF MoH MOU MSP MTEF NCTE NDPC NEPAD NER NFED NGO PBME PMT PTA PTR QE SEN SPIP SMC SRIMPR SSS SSSCE ST SWAp SWOT TA TG ToR TOT TTC TVET Basic Education Certificate Examination Board of Governors Community Based Organisation Consultative Panel Meeting Criterion Referenced Tests Development Partners Equitable Access Education For All Educational Management Education Management Information...
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