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
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ORGANIZATIONS IN BANGLADESH Technical Paper # 4 National Food Policy Capacity Strengthening Programme The National Food Policy Capacity Strengthening Programme (NFPCSP) was initiated to enhance national capacity to implement the National Food Policy (NFP) and the ensuing Plan of Action. The NFPCSP is implemented jointly by the Food Planning and Monitoring Unit (FPMU) under the Ministry of Food and Disaster Management (MoFDM), Government of the People’s Republic of Bangladesh (GoB) and the Food
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development program, where the total spending on education development program was 1624.69 crore. 1.2 Objectives of the Study The main objectives of the study are – a. To find out the allocated amount from the national budget of Bangladesh for the technical and vocational education is enough or not b. To find out the means by which the technical and vocational education can be
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Journal of Business Research 63 (2010) 559–569 Contents lists available at ScienceDirect Journal of Business Research Marketing to subsistence consumers: Lessons from practice Kelly L. Weidner a,⁎, José Antonio Rosa b, Madhu Viswanathan c a b c University of Illinois at Chicago, Department of Managerial Studies, 601 S. Morgan Street (MC 243), Chicago, IL 60607, United States University of Wyoming, Department of Management and Marketing, Dept. 3275, 1000 E. University Ave., Laramie
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and intervention by the Bangladesh Bank. Money Market 6.2 Money market, the important segment of financial market that basically channelizes the short term fund in the country was quite active and vibrant with the participation of both banks and non-bank financial institutions during FY08. The major participants in the money market were commercial banks, development finance institutions (DFIs) and non-bank financial institutions operating in the country. Bangladesh Bank, as the leader of
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Year | CATEGORIES/ Other Awards | Winner/Merit Awardee | Awardees | Name of Project | Country | 2003 | Environmental Excellence | Winner | Nestle Philippines | Greening The Supply Chain | Philippines | | | Merit Awardee | Unilever Indonesia | The Sustainable Clean Brantas River Program | Indonesia | | | Merit Awardee | Mass Transit Railway Corporation | Sustainability Report 2001 & 2002 | Hong Kong | | Support & Improvement of Education | Winner | Tat Consultancy Services
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purpose of this term paper is to provide an insight view of the condition of the workers working in one of the major industries of Bangladesh. The comparison is totally centered on the Bangladesh Labor code, 2006. The focus of this report is mainly on the wages and payments, working hours and leaves, maternity benefits, welfare, employment of adolescent regarding the Bangladesh Labor Code, 2006. This paper will provide a brief view of the Labor code as well as its implication and application in different
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Assignment On Globalization and its impact on women rights and empowerment Course Title Development Economics Course Code F-210 Submitted To AlfarunnaharRuma Lecturer Dept. of Economics Submitted By Group- 01 Session: 2010-2011 Finance & Banking JatiyaKabiKaziNazrul Islam University Trishal, Mymensingh Submission Date: 24 January 2013 Members of group one Serial No. | Name | ID Number | 01 | Md.DelowerHossain | 11132601 | 02 | MahimaAkter | 11132602 | 03 | PankazePadaBhoumik | 11132603
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by circumventing the major impediment to lending to the poorest in society—the need for collateral. He tested this instinct in an experiment in 1976, when he lent about $27 to 42 women in an ordinary Bangladeshi village. Just 30 years later, Grameen Bank has more than 3.2 million borrowers (95 percent of whom are women), 1,178 branches, services in 41,000 villages and assets of more than $3 billion. This paper explores Grameen Bank’s origins, structure, culture, performance and efforts to expand
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development while improving the quality of life of the workforce and their families as well as of the local community and society at large. It would be give strategic, longer run competitive advantage for banks and non-banking financial institutions in Bangladesh to embrace CSR in their management approaches and operations, with initiatives chosen in broad-based, extensive stakeholder engagement. Corporate social responsibility may help to establish clear boundaries among the different interests of the
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