...from December 2000 most of the field activities were launched in January 2001 onwards. The project is considered to be an innovative effort at evolving a partnership among GoB agencies, NGOs, fishing communities and the private sector for providing services at the doorsteps of the communities to empower them and encourage the community thus prepared to contribute to regeneration of coastal fisheries resources for their own sustainable livelihoods. The Empowerment of Coastal Fishing Communities For Livelihood Security project aims to enable and facilitate participatory community-based fisheries co-management and sustainable human development in coastal fishing communities of selected Upazilla of Cox’s Bazar District, through awareness building, organization and empowerment of communities, promotion of alternative/additional income generating activities, facilitate improved access to productive, social and administrative services, and strengthening linkages between organized communities and local government institutions. The primary aim of the project is to empower of the most vulnerable and disadvantaged groups of...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...Impact assessment of capacity building and training: assessment framework and two case studies Jenny Gordon and Kevin Chadwick Centre for International Economics, Canberra February 2007 The Australian Centre for International Agricultural Research (ACIAR) operates as part of Australia’s international development cooperation program, with a mission to achieve more-productive and sustainable agricultural systems, for the benefit of developing countries and Australia. It commissions collaborative research between Australian and developing-country researchers in areas where Australia has special research competence. It also administers Australia’s contribution to the International Agricultural Research Centres. ACIAR seeks to ensure that the outputs of its funded research are adopted by farmers, policy makers, quarantine officers and other beneficiaries. In order to monitor the effects of its projects, ACIAR commissions independent assessments of selected projects. This series reports the results of these independent studies. Communications regarding any aspects of this series should be directed to: The Research Program Manager Policy Linkages and Impact Assessment Program ACIAR GPO Box 1571 Canberra ACT 2601 Australia tel +612 62170500 email © Australian Centre for International Agricultural Research GPO Box 1571, Canberra ACT 2601 Gordon, J. and Chadwick, K. Impact assessment of capacity building and training: assessment framework and two case studies. Impact Assessment...
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...intended to provide a brief overview of some of the most prominent theories which have been put forward as a means of understanding and appraising participation structures and practices. It has been prepared in order to provide a theoretical context within which the appropriateness of different approaches to community participation in rural transport in Wiltshire can be assessed. The note begins by providing a simple definition of participation. Two of the more prominent frameworks for community participation are then summarised and explored. In recognition that such frameworks represent simplifications of a far more complex reality, a number of these complexities are then explored, namely: • dimensions of power; • issues of process and capacity; and • the nature of ‘community’. The note concludes by describing an evaluation tool for community participation, which has sought to address many of these complexities. 1. A definition of participation For the purposes of this note a useful definition of public or community participation is that adopted by Stoker (1997) for ‘political participation’ (following Parry et al, 1992): members of the public ‘taking part in any of the processes of formulation, passage and implementation of public policies’. This is a wide-ranging definition, which extends the emphasis of public participation beyond the development of policy, to decision-making and implementation. 2. Theoretical frameworks 2.1 Arnstein’s ladder of participation Perhaps the...
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...Capacity Building Versus Capacity Development in Healthcare Soumya Vyas Student, Institute of Health Management Research, Jaipur, India Capacity building is not a new concept in healthcare. Every innovation has been evidently supported by Capacity Building to establish effective healthcare systems. The term was improvised by UNDP in 1991 as Community Capacity Building which gave its application in three levels namely individual, institutional and societal. This concept immediately brings to mind ideas like training, financial or technical aid, etc. Although it has been an essential and effective approach, there is possible scope for betterment using Capacity Development. It can be explained as the process of obtaining, strengthening and maintaining the capabilities at all the three levels to set and achieve their own development objectives over time. Although the distinction between the two is minute, the adaption of the latter where necessary can bring about considerable change and effect. Development zooms in on the exiting features than can be transformed into capabilities. Instead of introduction of the lacking, capacity development helps realise an alternate route to the same objective using unrelated but pre-existing features. The study will elaborate on the example of such from the healthcare field explaining how new measures can be evolved to realise basic goals. One of the most profound issues in healthcare in India is the budget crunch and Capacity Development can...
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...the office as set down in the Agreement was to: 1. Monitor MGB’s activities in Argentina; 2. Develop research programs with national and regional institutions in order to strengthen the capacity of the said institutions and to contribute to the elaboration of national and regional policies in MGB’s research fields. 3. While the Agreement allowed MGB to undertake a broad scope of activities, its initial staffing and funding for the first five years limited the activities and research undertaken at this site. 4. However, beginning in 2011, MGB started to obtain additional support and expand the research program and number of staff located at this Argentina office. As of March 2011, 24 MGB staff work in the ARGENTINA office with an additional 6 staff working out of MGB Headquarters in India. Of the 24 staff working in the ARGENTINA office, 7 are internationally recruited staff and 17 nationally recruited staff. 5. This office has now expanded its work scope to conduct policy research and communications and capacity building activities in the region. It carries out research and develops policy advice in response to requests from regional institutions and stakeholder organizations. The office serves as liaison to other MGB Divisions and facilitate their research and capacity strengthening activities in the Argentina...
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...student feedback and leadership a report on the 2006 leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect...
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...great management is expected to aid associations meet current duties, great leadership is additionally expected to steer the association towards its future. Befuddling leadership and management and regarding the words as though they were synonymous have a long and distinguished history in the studies of authority. The practice has proved to be contagious in the standard literature of leadership. It appears pervasive in every single scholastic control where an individual can discover the leadership literature. As it has always been displayed in the examination of the meanings of leadership since the early 1930s, leadership researchers imparted the qualities from the modern worldview into their comprehension of authority and likened leadership with great management. Numerous researchers and experts went considerably further to contrast leadership and management. Simply defining it, leading is building up bearing and impacting others to take after that course. In any case, there are numerous varieties and distinctive regions of accentuation to this extremely straightforward definition. Specialists affirm that, whether you're an official or a passage-level laborer in the association you are in, it's basic for you to have solid abilities in leadership. Numerous individuals today are looking to comprehend, and numerous individuals are expounding on, the idea of leadership. Comprehending the idea of leadership demands that one should do more than just reading a couple print articles....
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...21st Century Leadership Skills - Defined January 14, 2008 by Jeff Brunson A 21st Century Leader understands that if you want engaged employees, you must develop the individual. It is this understanding that leads the 21st Century Leader to a focus on self. Not a selfish focus - but a focus on self for the benefit of others. The Brunson Level II Coaching Program and the Brunson Leadership Development Program for Groups focus on the following key skills for Leadership effectiveness and organizational impact: 7 Skills for Leadership Confidence Personal/Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 21st Century. How well you self assess and act on that assessment determines the quality of the goals you set and the effectiveness of your action plans. The impact you deliver is dependent upon how you integrate Leadership behaviors and implement on your strategies. Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. You approach performance management and succession management as key areas for consistent communication. Messaging Skills You are the message. Your Brand is the succinct version of that message. It...
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...ORGANISATION CHANGE AND LEADERSHIP 1 Fullstream Transformation Model UPSTREAM CHANGE (Setting the Foundations for Success) DOWNSTREAM MIDSTREAM CHANGE CHANGE (Implementation) (Design) 2 The Change Leader’s Roadmap Hear the Wake-up Call TM I. Prepare to Lead the Change IX. Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 3 The Change Leader’s Roadmap as a Fullstream Process TM 4 The Change Leader’s Roadmap Hear the Wake-up Call I. Prepare to Lead the Change TM IX. Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 5 UPSTREAM CHANGE Phase I: Prepare to Lead the Change Phase II: Create Organizational Vision, Commitment, and Capability Phase III: Assess the Situation to Determine Design Requirements 6 PHASE I: PREPARE TO LEAD THE CHANGE CHAPTER 1 START UP, STAFF, AND CREATE YOUR CASE FOR CHANGE 7 Organisation Change • It happens when a group of people recognizes...
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...Scaling Up Investment in National Statistical Systems A Note on Applying a System-wide Approach to Implementing National Strategies for the Development of Statistics September 2007 This paper has been prepared by the Development Data Group of the World Bank and the PARIS21 Secretariat at the request of the PARIS21 Steering Committee. It is part of the follow-up to the Third International Roundtable on Managing for Development Results in Hanoi in February 2007 and the meeting on scaling up support for statistics held during the World Bank and IMF Spring Meetings in Washington in April 2007. Scaling-up Support to Statistics Executive summary This paper briefly discusses why scaling up investment in National Statistical Systems is needed and then focuses on how this could be achieved by applying a system-wide approach, drawing lessons from the Sector-Wide Approaches (SWAps) used successfully in areas such as health, education and agriculture. It argues that an effective and efficient National Statistical System is essential for managing for development results. Investments in statistics are needed, just as much as in areas such as financial management and procurement. National Statistical Systems provide the data needed to develop appropriate policies, to target scarce resources, to measure progress, to make effective use of aid and to monitor and evaluate outcomes. At the Third International Roundtable on Managing for Development Results, which was held in Hanoi in...
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...VIRTOUS SPIRALLING The L.F.S model aptly captures the new thinking in Leadership studies. The efficacy of the model is found in its instruction that organisational effectivenesss is a function of the leader, followers and the situation within a strategic framework. Much as competencies and skills ( Hughes, Ginnet and Curphy, 2009:265 ) that can make a leader effective have been identified and prescribed, the quality followership and an understanding of the situations are germane to leadership and organisational success. One important definition of leadership is that a leader achieves the set goals of especially an organised group by the leader influencing (Hughes, Ginnet and Curphy, 2009: 4) others.. This definition underscores the importance of the need for collaborative efforts in the achievement of great goals . Charismatic leadership often builds passion and galvanisethem into enthusisatically collaborating for the common good of all, even in the face of compelling diversity. Followers have been known to influence the process of leadership. In the same vein that leadership is complex, leadership situations can also be complex.. The external and organisational environment have continued to chang and influence leadership context. The potency of situation in leadership effectiveness and business succes is also underscored by the observation that the success of a leader in a context is not a guaurantee for the success of the same leader in a different context...
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...COMMUNICATIONS STRATEGY FOR MUTIONJURI MIXED DAY SECONDARY SCHOOL This communications strategy is designed to the school communicate effectively and meet core organisational objectives. The school aims at increasing target audience’s awareness that the school is partnering with all stakeholders to increase school community understanding of the partnership’s goals or services that the school provides. This will help build the partnership’s reputation or share achievements. This will help the parents and wider school community to provide feedback on partnership activity for planning or evaluation. The targeted audience will include: the parents, students, politicians, teachers, and the school based staff (internal) or broader school community (external) This communication strategy will be used at Mutionjuri mixed day secondary school. The table below sets out some examples of how messages can be tailored to different audiences. |Audience |What they need to know |Key communications messages | |Service users |- What we offer them |- We provide useful, practical information and support | | |- How to access our services |- We are trustworthy and reliable | | |- Where to go for advice |- We put services users first and value their opinions | |Local MP or MCAs |- What we...
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...are involved in negotiation about setting a new policy of hiring teachers. This process is called interview and select policy. The main player in this process is MPS who lead negotiation meetings. MPS is the third largest school district in state of Minnesota that had 34,570 students in 2008. The Minneapolis school leadership had set the rules and members in order to implement the new teacher contract. The executive leadership team comprised of executive directors from the various district departments, such as academic fairs affairs, operating, finance, human resource, and internal and external support. The executive team members were Johnson as chief academic affairs officer, Steve Lis as chief operating officer, Peggy Ingison as chief finance officer, Birch Jones as chief of staff, Eleanor Coleman as chief of support, Pratt Cook as chief human resource officer, and Dr. Bill Green who was the leader of the team and MPS superintend. The Key agents of the new teacher contract process are Pratt and Green who have been great in their roles as champions of this process. They have been the energy force that has led to successful change leadership. The teachers union played a key role in developing programs that new teachers contract is one of them to support new teachers. It is important to underscore the strong role of the teachers union in shaping professional development policy and practice in the district. The Minneapolis Federation of Teachers...
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...[pic] | |peter senge and the learning organization | | | |Peter Senge’s vision of a learning organization as a group of people who are | | | | |continually enhancing their capabilities to create what they want to create has been | | | | |deeply influential. We discuss the five disciplines he sees as central to learning | | | | |organizations and some issues and questions concerning the theory and practice of | | | | |learning organizations. | | | | | | | | |contents: introduction | peter senge | the learning organization | systems thinking – the cornerstone of the | | | |learning organization | the core disciplines | leading the learning organization | issues and problems | | | | |conclusion | further reading and references | links | | | |Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business...
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