Digital Learning Kit

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The Globe: Investing in the Post-Recession World

by Sage Newman, Courtney Rickert, and Ross D. Schaap

Opportunities for corporate growth in 2011 seem to be both everywhere and nowhere. The global recession isofficially over, but it’s still haunting much of the world. Government actions and contradictory economic trendsfurther confuse the picture: Brazil is planning to spend while Australia is cutting back. Trade tensions are risingbetween the United States and China. Indonesia tempts inflation by keeping rates low.

Emerging market economies such as India are growing vigorously, offering hope for multinationals intent onexpansion. Yet in virtually every country, negatives vie with positives, partly because of variation in how countrieshave managed the downturn. Are they stimulating their economies? Courting foreign direct investment? Impos-ing austerity?

Companies need a way to cut through the chaos and avoid pitfalls. Here we present a guide—based on anaggregation of political and macroeconomic factors—for determining where growth is likely, which govern-ments are encouraging or impeding foreign investment, and which sectors in those countries provide thegreatest opportunities.

Drawing on Eurasia Group’s political analyses and on economic databases from sources such as the Interna-tional Monetary Fund, we assigned scores to countries on the state of the macroeconomy (which affects issuessuch as consumer demand, labor unrest, and exchange rate stability) and on foreign investment policy (whichaffects multinationals’ access to opportunities). We plotted the countries on a graph and divided them into fourgroups, ranging from least to most risky. Although other factors also matter to multinationals, we focused onthose two issues because they are affected by political decisions, which can be difficult to comprehend and canchange unexpectedly.

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A Global Map of Opportunity and Risk (Located at the end of this article) Some of the results are surprising.Chile, with its stability and transparency, comes out ahead of perennial investment favorite Brazil. China has amore-favorable investment environment than India, but that gap is likely to close as India’s government imple-ments a variety of policy changes.

How We Assigned Scores

To assess a country’s macroeconomic condition, we drew on data that correlate with economic conditions,including GDP growth, inflation, exchange rate volatility, government budget balance, current account bal-ance, and foreign exchange reserves. To evaluate a country’s policy environment, we used political data andanalysis from Eurasia Group. We measured how hospitable the policy and regulatory environment is forforeign investment by assessing the extent to which government policies (such as regulation) and practices(such as corruption) inhibit economic activity. For both macroeconomic conditions and policy environment,we used scales of 1 to 10, with 1 representing the greatest degree of risk and 10 the lowest.

As an example, an analysis of Spain’s macroeconomic conditions reveals deterioration in several variables inthe past year. For instance, the unemployment rate increased from 18% in 2009 to an estimated 19.9% in 2010.The exchange rate volatility of the euro also increased over this period, which decreases the stability of themacroeconomic environment. In addition, Spain’s real GDP growth is slow in comparison with that of othercountries: The IMF estimates that Spain’s economy contracted 0.3% in 2010 and will grow only 0.7% in 2011.The government’s policies have not helped Spain’s macroeconomic condition: In January 2010 the govern-ment introduced austerity measures that included a decrease in public sector wages, increases in the value-added tax, and income taxes on high-income earners. Although the government is implementing austerity toappease bond investors, these policies limit consumer demand, while spending cuts keep public expendi-tures from rising to offset the decrease in demand. Thus Spain’s macroeconomic score decreased over thepast year. A variety of market indicators corroborate the deterioration in Spain’s macroeconomic environment,including a 5.3% decline in the country’s equity markets and a 16% increase in the government bond yield year-on-year to October 2010.

In the following pages, we will take you through a selection of emerging and developed markets where there isa potential for policy change or where our findings may contradict conventional wisdom.

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Forge Ahead

Multinationals investing in these countries can feel confident: Governments are promoting foreign investment,and the relatively strong economies mean that domestic demand will probably be substantial and labor unrestwill be limited.

In the Asia-Pacific region, Australia’s economy will continue expanding. In Europe, both Germany and Polandare expected to have positive macroeconomic and policy environments, but growth in Germany is expected toslow in 2011.

These countries are the most obvious choices for foreign investors, so competition foropportunities will be intense.

AustraliaMacroeconomics: Despite the expiration of stimulus measures, Australia’s economy is projected to grow by3.5% in 2011, aided by booming commodity exports. Investment and consumer spending are slowly rebound-ing, but currency appreciation is a concern for exporters.

Foreign Investment: Foreign investment will continue to play an important role. Contrary to popular percep-tion, Canberra has not rejected any of China’s 200 investment bids in the past three years. Australia is alsoexploring trade agreements with most Asian economies.

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Sectors: Although the investment environment is generally positive, an unclear carbon policy outlook cloudsthe prospects for the electricity and industrial sectors. And a proposed tax on coal- and iron-ore-mining compa-nies could limit new mining investments.

ChileMacroeconomics: Chile’s economy continues to recover swiftly from the global financial crisis and theFebruary 2010 earthquake. Growth is expected to be 6% in 2011. Inflation is predicted to remain low, at 3%,which gives the central bank room to raise rates gradually without threatening the recovery.

Foreign Investment: Chile remains one of the most open economies and may have the most predictablepolicy environment in Latin America, a situation that is unlikely to change anytime soon. The stability and trans-parency of Chilean institutions attract foreign investors.

Sectors: The government raised taxes on most large corporations in 2010 to finance $8.4 billion inpostearthquake reconstruction, which is likely to provide opportunities for infrastructure investment. Chile’s cur-rency appreciation hurts the competitiveness of exporters,especially in agriculture.

GermanyMacroeconomics: During the recession, Germany had the resources to stimulate its economy, and so itsrecovery has been stronger than those of other EU members. Growth is projected at 2%, but the country’seurozone trade partners are implementing austerity, which will constrain demand for German exports.

Foreign Investment: Reliable contract and competition enforcement makes Germany a stable investmentdestination. The tax regime is complex, but the government may simplify the corporate tax code in 2011. Laborcosts are competitive, despite somewhat rigid labor-market regulations.

Sectors: The government plans to increase spending on education and research to 7% of GDP by 2015, inpart through grants to domestic and foreign businesses. In addition, the government is financing research anddevelopment in energy technologies, such as offshore wind farms.

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MexicoMacroeconomics: The Bank of Mexico estimates 2011 GDP growth of 3.2% to 4.2%. There are signs thatinternal demand is recovering, but inflation is high, at an estimated 4.4% for 2010.

Foreign Investment: Owing to the government’s push for antimonopoly measures, Mexico will continue toattract multinationals. But organized crime makes it a riskier place for investment than other countries in theAmericas. There were 12,000 drug-related deaths in 2010.

Sectors: The government recently promoted telecommunications investment by allowing cable companies toprovide phone services. In the energy sector, a 2008 law gives companies cash bonuses for technologicaltransfers and timely contract fulfillment.

PolandMacroeconomics: Poland’s economy, forecast to grow by 3.7% in 2011, remains one of the strongest in theEU. Inflation remains in check, at 2.7% in 2010. The government will seek to avoid measures that would dampenconsumer demand.

Foreign Investment: Foreign firms have strong positions in a range of sectors because of Poland’s com-petitive corporate tax rates and substantial domestic demand. The government would like to implementadditional market-friendly reforms but will wait until after the 2011 elections.

Sectors: In preparation for hosting the 2012 European soccer championship, Poland has accelerated invest-ments in stadiums, roads, hotels, and rail lines. State-controlled commodity firms are likely to look for foreignpartners to help their technological development.

United StatesMacroeconomics: It is expected that growth will be below 3% until 2012 and that inflation will remain too low tobe healthy. Consumers are likely to stay cautious as they cope with high unemployment and a decline in house-hold wealth.

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Foreign Investment: Although trade tensions with China will continue through 2011 and policy makers arereworking the corporate tax system, there is little risk that the United States will turn sour on foreign investment.

Sectors: President Obama’s upcoming budget will seek to make permanent an R&D tax credit, which is mostbeneficial for high-tech industries. However, such tax credits are likely to be incremental rather than permanent,as policy makers focus on deficit reduction.

Tread Carefully

Macroeconomic conditions in these countries are good, but the political environments are less favorable forforeign companies.

In South America, Colombia is more eager for foreign investment than Brazil, which is enacting policies to favordomestic firms. In Asia, both India’s and Indonesia’s investment environments are improving.

To penetrate these markets, multinationals may want to establish partnerships with local firms.

BrazilMacroeconomics: Brazil’s economy is forecast to grow by 4.1% in 2011, with moderate inflation of approxi-mately 4.6%. Growth will be driven by domestic consumption as credit markets expand for the country’s ascen-dant middle class.

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Foreign Investment: The government recently passed a measure allowing domestic companies to be fa-vored in government contracting. And if the Brazilian real continues to appreciate, the government will facepressure to intervene again in currency markets—possibly by imposing additional capital controls.

Sectors: The government has vowed to increase public investment in transportation and energy infrastruc-ture—a commitment that will only increase as the country prepares to host the 2014 World Cup and the 2016Olympics. Those areas are attractive opportunities for foreign investment.

ChinaMacroeconomics: Consumer demand benefited from China’s stimulus spending. The country’s economicgrowth, forecast at 9.6% in 2011, will let policy makers guide the overheated property market to a soft landing.Rising domestic consumption and exports will drive expansion.

Foreign Investment: Foreign investment continues to be a priority, but the government fails to protect intellec-tual property rights and limits market access for foreign firms in order to boost domestic ones.

Sectors: The government unveiled a plan to make China the world leader in the electric vehicle market, ear-marking $14.7 billion in investment over 10 years. The proposal has drawn criticism for favoring state compa-nies while marginalizing foreigners and China’s private sector leaders.

ColombiaMacroeconomics: Colombia’s economy is expected to grow by 4.6% in 2011. Inflation has remained comfort-ably within the central bank’s target and is expected to hold steady at around 2.6% throughout 2011. Consumerdemand, especially in the retail sector, has been strong.

Foreign Investment: The center-right government of President Juan Manuel Santos is likely to continue pur-suing market-friendly economic policies aimed at attracting and retaining FDI, especially in the burgeoning oiland gas sector.

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Sectors: Colombia is rising in the ranks of Latin America’s oil and mineral producers, thanks to a recent surgein FDI. The country’s improved security situation and favorable investment terms will continue to drive interest inoil, gas, and mineral exploration.

IndiaMacroeconomics: India’s economy is expected to continue growing robustly in 2011, at 8.4%, according tothe IMF. Meanwhile, the central bank has begun raising interest rates to slow core inflation, a measure that willdampen consumption and investment.

Foreign Investment: Given India’s limits on foreign equity ownership, capital controls, and extensive licens-ing requirements, the investment environment can be difficult for foreign companies. However, the govern-ment may reduce corporate tax rates for foreign investors.

Sectors: The government is poised to ease FDI restrictions in the retail and insurance sectors. India’s use ofpublic–private partnerships to expand and improve the national highway system creates opportunities for for-eign investment in infrastructure.

IndonesiaMacroeconomics: Indonesia’s surprisingly strong growth in 2010 is expected to continue in 2011, with ex-pansion forecast at 6.2%. Growth will give the government more resources to invest in infrastructure, but do-mestic consumption, which has been the economy’s main engine, could be hurt by resurgent inflation.

Foreign Investment: Private investment is a critical element of the government’s growth strategy. PresidentSusilo Bambang Yudhoyono has embarked on an ambitious three-year effort, including restructuring andprivatization, to reform Indonesia’s inefficient stateowned enterprises.

Sectors: The government is promoting investment in utilities, especially electricity. Another growth area is greenindustries, particularly geothermal energy. The government is planning $20 billion of investment in this sector by2025 and has improved regulations to attract other investors.

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Saudi ArabiaMacroeconomics: Saudi Arabia’s macroeconomic outlook is generally positive, with growth forecast at around4.5% for 2011. Inflation, projected at 5.3%, is likely to continue exerting pressure but will probably not have asignificant impact on consumer demand.

Foreign Investment: Although Saudi Arabia’s business environment ranked 13th in the world in 2010, it placed140th on contract enforcement. Progress on judicial reform is critical. King Abdullah has pushed to clarify andcodify the Saudi legal system, but his eventual successor could disrupt reforms.

Sectors: Saudi Arabia recently implemented a five-year, $385 billion development plan in a bid to diversify itseconomy and place Saudis in skilled positions currently held by foreigners. The plan offers opportunities inengineering, architecture, and other industries involved in infrastructure and construction.

Pursue Opportunities

Macroeconomic conditions are weak in these countries, but governments are implementing policies that arefavorable for foreign investors; external investment could eventually improve domestic demand.

Compare Bulgaria and Spain: They have similar policy scores, but Bulgaria gets demerits for corruption andopaque policy making, whereas Spain’s score is partly a result of its slow response to fiscal problems.

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With friendly policies and relatively inexpensive labor and other inputs, these countries may repre-sent attractive sourcing locations.

BulgariaMacroeconomics: Bulgaria is recovering slowly from the global financial crisis. The economy is expected togrow by 2% in 2011, and domestic demand will likely remain subdued. Inflation is forecast at 2.9%.

Foreign Investment: Low tax rates (10%) and labor costs have attracted many investors from Western Eu-rope, notably Italy. However, corruption remains a significant impediment to doing business. In addition, a lackof transparency surrounding the government’s budget and the country’s halting efforts on health care reform willcontinue to cloud the policy environment.

Sectors: The government has recently shown interest in green initiatives, raising funds from European inves-tors to develop renewable-energy projects and announcing the creation of a green building code that willrequire international expertise. Experts have identified Bulgaria’s potential for wind power, and the governmenthopes to promote opportunities for foreign investment in that area.

HungaryMacroeconomics: The IMF projects that Hungary’s economy will grow by just 2% in 2011, which is belowexpected regional growth of 3.1%. Household spending will be constrained by austerity measures and oner-ous mortgage payments on foreign currency-denominated loans.

Foreign Investment: The economy is generally open to foreign investment, but the current government’shostility toward FDI in certain sectors has dampened the policy environment. Politicians have criticized previousgovernments for giving away too much to foreigners and have adopted a populist, antimarket tone.

Sectors: The most notable bright spot has been the auto industry; Audi and Opel recently announced newinvestments. Banking, by contrast, provides fewer opportunities: The government imposed a temporary 0.6%tax on bank assets through 2012. Telecom, energy, and retail were also recently targeted for a 50% tax rate onprofits through 2012.

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IrelandMacroeconomics: Ireland faces mounting challenges in 2011, including costly bank bailouts, a strict auster-ity budget, and a probable election in early 2011. Although GDP growth is projected at 2.3%, inflation is fore-cast at negative 0.5% in 2011, indicating weak consumer demand.

Foreign Investment: Ireland’s low corporate tax rate of 12.5%, intended to woo foreign investors, has comeunder EU pressure. The government is unlikely to increase the rate in 2011, but the high budget deficit mayforce officials to reconsider.

Sectors: The government’s recently unveiled strategy for promoting investment and trade is intended to gener-ate 150,000 jobs in manufacturing, tourism, and trade-related services through 2015. Officials will encourageforeign investment by removing anticompetition regulation in the professional services, transport, and energysectors. Existing incentives include a 25% tax credit for R&D.

SpainMacroeconomics: The IMF projects real GDP growth of just 0.7% in 2011, and the government is cuttingsocial spending. Elevated unemployment and household debt, as well as reduced government expendituresand tax hikes, undermine consumer demand and the outlook for economic growth.

Foreign Investment: The government perceives foreign investment as important for economic growth but willlikely remain averse to foreign takeovers of strategic sectors such as utilities. Despite labor reform in 2010, highlabor costs and complex wage agreements are likely to continue limiting efficiency.

Sectors: The government prioritizes private sector R&D and continues, despite recent austeritymeasures, to fund programs that promote research. Spain provides financing, technical support, andidentification of partners for domestic and foreign firms in innovative sectors—particularly health,automotive, renewable energy, and information and communications technology.

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Think Long Term

Investing in these countries, where macroeconomic conditions are poor and government policies largely dis-courage foreign investors, involves taking on more risk.

Russia and Ukraine face some of the same uncertainties: Economic growth in both depends in part on externaldemand for their commodities—hydrocarbons and steel, respectively. But neither government is likely to sub-stantially improve its foreign investment environment. The government of the Philippines is making slow progresstoward improving the foreign investment environment.

There may be strategic advantages to entering these markets now in pursuit of longterm opportunities.

NigeriaMacroeconomics: The economy is expected to grow by 7.4% in 2011, buoyed in part by a moderate uptick inoil production. Fiscal policy, however, will be challenged by growing pressure from state governments to drawdown funds in an oil windfall account, as well as by electionrelated spending.

Foreign Investment: Nigeria has pursued liberal economic policies to attract investment, but obstacles suchas multiple taxation, power shortages, and overlapping levels of bureaucracy impede foreign investment. Strictlocal-content rules in the hydrocarbons sector are likely to tighten.

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Sectors: It is unclear whether Nigeria’s new oil-sector legislation will be sufficient to reinvigorate industryenthusiasm for the deepwater oil sector. The power sector may provide more opportunities—a proposed reformwould privatize generation and construct a new transmission network.

The PhilippinesMacroeconomics: Private sector investment, exports, and consumption will drive economic growth, projectedto be 4.5% in 2011. Unlike other Southeast Asian countries, the Philippines depends on exported services(such as business process outsourcing and temporary workers abroad), which have been resilient.

Foreign Investment: The government’s reforms will focus primarily on reducing the red tape constrainingforeign investment. However, the current administration’s strong ties to domestic businesses argue againstsignificant liberalization in many of the country’s major sectors.

Sectors: Infrastructure—particularly toll roads and power—and mining could be among the majorgrowth sec-tors as related policies stabilize. Much of the improvement will be due to increased domestic investment inthose sectors by influential local players, which will lead to demands for better and more-predictable regulation.

RussiaMacroeconomics: Russia’s economy is continuing to recover; the IMF forecasts GDP growth of 4.3% in 2011.Inflation was projected to hit 8% to 9% in 2010 and is expected to remain high in 2011. But domestic consumptionis strong, supported by solid growth in disposable income.

Foreign Investment: Improving the investment environment—in particular, focusing on corporate governance,stemming corruption, and upholding the rule of law—is a top priority for President Dmitry Medvedev. Rhetoricnotwithstanding, it is unlikely that there will be significant material improvement in the medium term.

Sectors: The government has announced a broad but vaguely defined program to diversify the economy by,for example, increasing investment in knowledge-based industries. The government’s focus is on the renewableenergy, IT, communications, biomedical, and nuclear sectors.

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UkraineMacroeconomics: Ukraine’s economy is expected to continue recovering from the worldwide downturn. The4.5% growth in 2011 forecast by the IMF depends on external demand for steel and other exports. Highernatural gas and food prices are boosting inflation, potentially decreasing consumer demand.

Foreign Investment: The government has taken few steps to advance its goal of improving the investmentenvironment, leading to concerns about the government’s commitment to such policies. A reformed tax code(including reduced corporate-profit taxes), going into effect in early 2011, may help, but businesses are nothappy with some changes.

Sectors: The government has sought outside investment for infrastructure projects for the Euro-2012 soccertournament, as well as for boosting energy efficiency. Direct budgetary and regulatory support has been minimal,however. Improved Ukrainian–Russian relations will lead to further Russian investment, possibly intelecommunications, aerospace, and chemicals.

VietnamMacroeconomics: The IMF estimates that Vietnam’s 2011 growth will be 6.8%, but the economy’s expansionwill depend on the global recovery. Much of the growth will come from greater trade and private investment. Thegovernment’s challenge is to create a favorable environment without stoking inflation.

Foreign Investment: The government will continue its efforts to improve the climate for foreign investment. Butprogress will be uneven, in part because of the maneuvering between reformists and conservatives, who believethat slower reform will prevent shocks for domestic sectors and local interests.

Sectors: Reform of state-owned enterprises and a public investment program will be among the most criticalchanges in 2011. The near bankruptcy of the country’s largest shipbuilder and frequent power outages havestrengthened the push for reforms. Export industries will also continue to receive positive treatment from thegovernment.

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A Global Map of Opportunity and Risk

Multinationals are emerging from the recession and beginning to look for opportunities to invest in global mar-kets. But before targeting a specific country, managers need to understand the state of its macroeconomy andits friendliness toward foreign investment. This chart shows at a glance how various markets—emerging anddeveloped—stack up. The arrows signal improvement or deterioration in countries’ foreign-investment policyenvironments.

Sage Newman is an associate director of corporate advisory services,

Courtney Rickert is an analyst in comparative analytics, and

Ross D. Schaap is the director of comparative analytics at Eurasia Group, a research and consulting firmspecializing in political risk.

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xm;jcif;r½S dolawG [ufwufuGJrJ htcsdefrSm udk,futvGefa&mtuRHa&m yg;yg;av;yJuGJrSmyg/

aemufwpfcsufu urÇmausmfpDrHcefUcGJrIynm½SifawGrsm;pGm vufcHtwnfjyKxm;wJh tcsufwpfcku ( YourPast Success does not Guarantee Your Future Success ) jzpfygw,f/ tJ'gaMumifh vuf½Sdtqifajyatmifjrif

aerItay: tm;&wif;wdrfa&mifh&JjyD; arhavsmhraeapvdkwJh apwemaMumifh 'Daqmif;yg;av;a&;jzpfwmyg/

1/1/

1/1/1/

rdom;pkpD;yGm;a&;vkyfief;qdkwmrdom;pkpD;yGm;a&;vkyfief;qdkwm

rdom;pkpD;yGm;a&;vkyfief;qdkwmrdom;pkpD;yGm;a&;vkyfief;qdkwmrdom;pkpD;yGm;a&;vkyfief;qdkwm

yxrOD;qHk;od½Sdxm;zdkUvdktyfwJh tcsufuawmh rdom;pkpD;yGm;a&;vkyfief;vdkUqdkvdkufwmeJU tao;pm;

pD;yGm;a&;vkyfief; ( Small Business ) udk ajymwmjzpfw,fqdkjyD; em;vnfrIvGJroGm;zdkUjzpfygw,f/ bmjzpfvdkUvJ

qdkawmh rdom;pkkvkyfief;wdkif;[m tao;pm;pD;yGm;a&;vkyfief;awG r[kwfMu

ovdk tao;pm;pD;yGm;a&; vkyfief;wdkif;[mvnf; rdom;pkvkyfief;awGr[kwf

MuvdkUjzpfygw,f ( Not All Family Business are Small Business, and Not AllSmall Business are Family Business) qdkvd kwmu rdom;pkpD;yGm;a&;

vkyfief;jzpfayr,fh tMuD;pm;vkyfief;MuD; ( Large Size Business ) awG½SdMuovdk

tcsdKUaom tao;pm;vkyfief;awG[m rdom;pkvkyfief;r[kwfwJh ( Not All Family

16

KNOWLEDGE


Business ) awGjzpfMuygw,f/ qdkvdkwmu tao;pm;vkyfief;av;

awGudk Partnership qdkwJh tpkpyfvkyfief;awGu ydkifqdkifMuwmrsdK;

jzpfygw,f/

wu,fawmh rdom;pkpD;yGm;a&;vkyfief;qdkwm rdom;pkwpfpk

('grSr[kwf) rdom;pkESpfpk? oHk;pkuydkifqdkifwJhpD;yGm;a&; vkyfief;vnf;

jzpfygw,f/ aemufjyD; tJ'Drdom;pk awGxJu rdom;pktzGJU0iftcsdKU&JU

pdwfa&mudk,fyg jr§KyfESHxm;wJh pD;yGm;a&;vkyfief;vnf;jzpfygw,f/

jyD;awmhtJ'DpD;yGm;a&;vkyfief;udk ydkifqdkifwJhrdom;pktzGJU0if awGxJu tcsdKUuudk,fwdkifudk,fus tcsdefjynfh

aeUpOfpDrHcefUcGJaeMuwJh oabm½Sdygw,f/ aemufwpfcsufu tJ'Drdom;pkpD;yGm;a&;vkyfief;xJudk ydkif½Sif

tzGJU0ifjzpfzdkUqdk&if aoG;om;awmfpyfwJhaqGrsdK;om;csif; ( By Birth/ By Blood Tie ) awGeJU? vufxyfxdrf;jrm;

vkdufvdkUawmfpyfoGm;olawG ( By Marriage ) wpfrsdK;rsdK;jzpfudk jzpf&ygr,f/

2/2/

2/2/2/

rdom;pkpD;yGm;a&;vkyfief;awG&JU Oya't&ydkifqdkifzG JUpnf;rIyHkpHrdom;pkpD;yGm;a&;vkyfief;awG&JU Oya't&ydkifqdkifzG JUpnf;rIyHkpH

rdom;pkpD;yGm;a&;vkyfief;awG&JU Oya't&ydkifqdkifzG JUpnf;rIyHkpHrdom;pkpD;yGm;a&;vkyfief;awG&JU Oya't&ydkifqdkifzG JUpnf;rIyHkpHrdom;pkpD;yGm;a&;vkyfief;awG&JU Oya't&ydkifqdkifzG JUpnf;rIyHkpH

yk*¾vdupD;yGm;a&;vkyfief;awGudk Oya't&ydkifqdkifzG JUpnf;rIyH kpH (2)rsdK;eJUawGU½S d&ygw,f/

yxrwpfrsdK;uawmh ( Non Corporate ) jzpfygw,f/ tJ'guawmh pD;yGm;a&;vkyfief;wpfckvkyfzdkUtwGuf

pD;yGm;a&;vkyfief;tzGJUtpnf; zGJUpnf;cGifh&½SdzdkUeJU pD;yGm;a&;vkyfief;&JUemrnfudk todtrSwfjyKay;zdkU oufqdkifwJh

Xmeqdkif&mawGqDrSm cGifhjyKcsufavsmufxm;&,ljcif;r½SdwJh vkyfief;rsdK;jzpfygw,f/ 'Dvdk ( Non Corporate )vkyfief;awGxJrSm zGJUpnf;ydkifqdkifrIyHkpHtaeeJU wpfOD;ydkifvkyfief; ( Sole Trader ) eJU tpkpyfvkyfief; ( Partner-ship ) qdkjyD; (2)rsdK;½Sdygw,f/ tJ'DtxJrSm rdom;pkpD;yGm;a&;vkyfief;qdkwm[m wpfOD;ydkifvkyfief; ( Sole Trader)yHkpHrsdK; trsm;qHk;jzpfMuygw,f/ 'Dae&mrSm ]]wpfOD;ydkif}}vdkUqdkayrJh rdom;pkwpfpk (odkUr[kwf) aqGrsdK; awmfpyfwJh

rdom;pkESpfpk? oHk;pkuydkifwmvnf;jzpfEdkifygw,f/ 'kwd,zGJUpnf;rIyHkpHjzpfwJh tpkpyfvkyfief; ( Partnership ) yHkpHeJU

17

KNOWLEDGE


rdom;pkpD;yGm;a&;vkyfief;udk zGJUpnf;xm;wmrsdK;uawmh enf;yg;ygw,f/ jrefrmEdkifiH tpkpyfvkyfief;Oya't&

tenf;qHk;tpkpyf(2)OD;uae trsm;qHk; (20)OD;txd yg0ifzG JUpnf;vdkU&ygw,f/rsm;aomtm;jzifh

aqGrsdK;awmfpyfolawGr[kwfMuwJh oli,fcsif;awG todrdwfaqGawGeJUtdrfeD;em;csif;awG pkaygif;zGJUpnf;jyD;

pD;yGm;a&;vkyfief;awG vkyfwmrsdK;ukdom trsm;qHk;awGU&avh½Sdygw,f/

Oya't& ydkifqdkifzGJUpnf;rIyHkpH (2)rsdK;xJu 'kwd,tkyfpkMuD;jzpfwJh ( Corporate ) xJrSmrwlnDwJhzGJUpnf;rI

yHkpH (3)rsdK;½Sdygw,f/ tJ'gawGuawmh trsm;ESifhroufqdkifaomukrÜPD ( Private Limited Company )? trsm;ESifh

oufqdkifaomukrÜPD ( Public Limited Company )eJU? or0g,rtoif; ( Cooperatives ) wdkUjzpfMuygw,f/

tJ'DyHkpH(3)rsdK;xJrSm rdom;pkydkifpD;yGm;a&;vkyfief;awGudk yxryHkpHjzpfwJh trsm;ESifhroufqdkifaomukrÜPD ( Pri-vate Limited Company ) yHkpHeJU trsm;qHk;zGJUpnf;vkyfudkifMuwmawGU&ygw,f/ tenf;i,faom rdom;pkydkifpD;yGm;a&;

vkyfief;tcsdKUudkawmh wwd,yHkpHjzpfwJh or0g,rtoif; ( Cooperatives ) taeeJUzGJUpnf;vkyfudkifwm

enf;enf;yg;yg;½Sdygw,f/ jrefrmjynfrSmawmh rdom;pkydkifpD;yGm;a&;vkyfief;awGudk 'kwd,zGJUpnf;rIyHkpHjzpfwJh

trsm;ESifhoufqdkifaomukrÜPD ( Public Limited Company ) yHkpHeJUzGJUpnf;wm vHk;0r½Sdao;ygbl;/ EdkifiHwumrSm

awmh rdom;pkwpfpk (odkUr[kwf) rdom;pkESpfpku trsm;ESifhoufqdkifaomukrÜPD ( Public Limited Company ) &JU½S,f,mtrsm;pkudk ykdifqdkifMujyD; usefwJh½S,f,menf;enf;yg;yg;udk trsm;jynfolawG wpfa,mufenf;enf;pD

ydkifqdkifwmrsdK;½Sdygw,f/

3/3/

3/3/3/

rdom;pkydkifvkyfief;awGrSm trsm;qHk;awGU&wJhoGifjyifvu©Pm&yfrsm;rdom;pkydkifvkyfief;awGrSm trsm;qHk;awGU&wJhoGifjyifvu©Pm&yfrsm;

rdom;pkydkifvkyfief;awGrSm trsm;qHk;awGU&wJhoGifjyifvu©Pm&yfrsm;rdom;pkydkifvkyfief;awGrSm trsm;qHk;awGU&wJhoGifjyifvu©Pm&yfrsm;rdom;pkydkifvkyfief;awGrSm trsm;qHk;awGU&wJhoGifjyifvu©Pm&yfrsm;

rdom;pkydkifpD;yGm;a&;vkyfief;awGrSm vkyfief;( Business ) eJU? rdom;pk( Family ) wdkU&JUaiGaMu;oHk;pGJrI

a&maxG;aewmawGU&ygw,f/ OyrmtaeeJUajym&&if rdom;pkydkifpwdk;qdkifi,fi,fav;wpfck&JU aiGxnfhwJhtHqGJ

(odkUr[kwf) aowÅmyHk;av;xJuae tdrftoHk;p&dwf

jzpfwJh vbuf&nf0,faomufwm? rkefU[if;cg;

rSmpm;wmeJU qHyifn§yfcawGudk xkwf,loHk;pGJavh

½SdMuygw,f/ wu,fawmh pD;yGm;a&;vkyfief;&JU

ukefa&mif;&aiGawGudk tJ'Dvkyfief;twGuf ukef0,fwJh

tcgeJU tJ'Dvkyfief;qdkif&m toHk;pm;&dwfawGtwGufyJ

xkwf,loHk;pG J&rSmjzpfygw,f/ udk,fa&;udk,fwm

udpöqkdif&m toHk;p&dwfawGudk vkyfief;&JUaiGxJu

xkwf,loHk;pGJvdkUr&ygbl;/

18

KNOWLEDGE


rdom;pkpD;yGm;a&;vkyfief;wpfck&JU ydkif½SiftzGJU0ifawG[m rsdK;½dk;pOfqufvufqifhurf;vmcJhwJh vkyfief;tay:

*kPf,lrI? wefzdk;xm;rIeJU tJ'Dvkyfief;twGuf tjcm;tusdK;tjrwfwpfckckudk pGefUvTwftepfemcHMuavh½Swmudk

awGU&ygw,f/ aemufwpfcsufu tajrmuftrsm;xkwfvkyfa&mif;csjcif; ( Mass Production ) vkyfEdkifyg&JUeJU

vkyfvdkuf&ifvnf; atmifjrifMuD;yGm;wdk;wufrSm aocsmyg&JUeJU ]]awmfygjyD... igwdkUuawmholaX;jzpftMuD;tus,f

rvkyfcsifygbl;/ wpfEdkifwpfydkif rdom;pkvkyfief;av;omaumif;ygw,f}} vdkU ajymqdkMuwmawmfawmfrsm;rsm;

awGU&ygw,f/ aemufwpfcsufu ]]igwdkUwpfawG[m rsdK;½dk;pOfqufudk,fydkifpD;yGm;a&;vkyfief;udkyJ vkyfvmcJhMu

ygw,f/ olrsm;qDrSm 0efxrf;vcpm;tjzpfvkyfwmrsdK; r½SdMuygbl;}} qdkjyD; *kPf,lauseyfaeolawGvnf;

trsm;MuD;awGU&ygw,f/ rdom;pkydkifpD;yGm;a&;vkyfief;awGrSm aemufxyfawGU&wJhtcsufuawmh OD;aqmif

vkyfudkifolrdom;pktzGJU0ifawGxuf wpfOD;csif;pD&JU ½Sif;vif;wduswJh vkyfief;wm0efcGJa0owfrSwfcsuf( JobDescription ) awG odyfr½SdMuygbl;/ MuHKwJholuMuHKovdk qHk;jzwfcsufcsay;vkdufwmrsdK;jzpfMuygw,f/

aemufxyfawGU½Sd&wJhtcsufu rdom;pkpD;yGm;a&;vkyfief; awmfawmfrsm;rsm;&JU ydkif½SifolaX;awG[m ynm½Sifrsm;&JU

tMuHOmPf&½SdzdkU ( Consultant, Adviser, Professional Services ) awGudk tvkyftyfESHwmrsdK; ( Outsourcing )r½Sdoavmufudk½Sm;ygw,f/ aemufjyD;awmh rdom;pkpD;yGm;a&;vkyfief;ydkif½SifawG&JU pDrHcefUcGJrIyHkpH[m ( Informaland Subjective )trsm;qHk;jzpfaeMuygw,f/

(qufvufazmfjyygrnf)

19


KNOWLEDGE

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Corporate Boards That Create Value E-book (tydkif; - 2) (tydkif; - 2)

(tydkif; - 2) (tydkif; - 2) (tydkif; - 2)

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Next issue wGifqufvufzwf&Iyg&efwGifqufvufzwf&Iyg&ef

wGifqufvufzwf&Iyg&efwGifqufvufzwf&Iyg&efwGifqufvufzwf&Iyg&ef

51

KNOWLEDGE


[dkw,fpDrHcefUcGJtkyfcsKyfrIqdkif&m tawG;trQifwef;rsm;[dkw,fpDrHcefUcGJtkyfcsKyfrIqdkif&m tawG;trQifwef;rsm;

[dkw,fpDrHcefUcGJtkyfcsKyfrIqdkif&m tawG;trQifwef;rsm;[dkw,fpDrHcefUcGJtkyfcsKyfrIqdkif&m tawG;trQifwef;rsm;[dkw,fpDrHcefUcGJtkyfcsKyfrIqdkif&m tawG;trQifwef;rsm;

tydkif;(2)tydkif;(2)

tydkif;(2)tydkif;(2)tydkif;(2)

OD;oufEdkif0if;OD;oufEdkif0if;

OD;oufEdkif0if;OD;oufEdkif0if;OD;oufEdkif0if;

[dkw,fpDrHcefUcGJtkyfcsKyfrIwGif ,HkMunfrI? tjyeftvSefav;pm;rI? txufatmufwm0efcHrI? a&qHk;? ajrqHk;NyD;

qHk;onftxd wm0ef,laqmif&Guf&rIrsm;\ ta&;BuD;yHkudkwifjyvdkygonf/ [dkw,fwpfck\ toufonf4if;tm;

wm0ef,ltkyfcsKyfaom acgif;aqmif(0g)taxGaxGrefae*smay:wGif wnfrSDaeonf/ [dkw,ftaxGaxGrefae*sm\

tjrifpl;&SrIonf [dkw,f\t&nftaoG;udk xif[yfaeonf/ [dkw,frefae*smESihfol\ 0efxrf;rsm;tMum;

wnf&Sdaom,HkMunfrIonf vGefpGmta&;BuD;onf/ yl;aygif;aqmif&GufrI toD;tyGihfrsm;u ,HkMunfrIudk

wdk;yGm;aponf/ atmufajcao;i,faomudpörsm;xuf taxGaxGrefae*smonf ydkrdkta&;BuD;aomudpörsm;wGif

yg0ifywfoufoihfonf/ &mxl;tvdkuf wm0efcGJa0xm;rIudk jrifhrm;pGmem;vnfxm;jcif;onf taxGaxGrefae*sm

aumif;wpfa,muf\ t*Fg&yfwpfckjzpfonf/ taxGaxGrefae*smonf acwfrDae&rnf/ acwfrDonf[kqdk&mü

jzpfysufajymif;vJ aeaomurÇmBuD;udk rsufajcrjywfyJ rnfokdUwdk;wufatmif vkyfaqmif&rnfudkBuHqae&rnf/

wm0efay;&müvnf; pdwfcsíaooyfpGm vkyfaqmifwwfaom 0efxrf;aumif;rsm;udk arG;NrLwm0ef

ay;oifhonf/ pdwfaumif;&Sdolonf aumif;atmifawG;íaumif;atmifvkyf&eftNrJqE´&Sdaeonfudk rarhtyfay/

[dkw,fvkyfief;wGif pdwf"mwfaumif;í½dk;om;? BudK;pm;aom 0efxrf;rsm; tvdk&Sdonf/ [dkw,favmuwGif &mxl;rSm

y"mer[kwf? vkyfaqmifrIom t"duusonf/ ukrÜPDrSyk*d¾Kvfxuf [dkw,f{nfhonfuydkodonf/ 0efaqmifrIudk

vlu zefwD;onfqdkvQif vludkrnfodkUzefwD;rvJqdkonfh ar;cGef;rSmtusyf½dkufaponf/ xdkodkUqdkvQif

rdrd0efxrf;tiftm;? {nfhonfrsm;udk zrf;pm;qkyfudkifxm;Edkifonfh t&nftcsif;wpf&yf vdkvmjyefygNyD/ trdefUay;rS

vkyfudkifMujcif;xuftkyfcsKyfolrsm;rajymyJ udk,fhtodpdwfrsm;eJU vkyfMuudkifMuNyDqkdvQif xdk[dkw,ftvGefaumif;

aeNyDqdkonfrSm oGm;Munfhp&mrvkdawmhay/

Hotel management also required to attend Training to upgrade their skills and knowledge

52

KNOWLEDGE


[dkw,ftkyfcsKyfa&;ynmüNyD;cJhaom udpörsm;udkoHk;oyfjcif;? aemiftwGufpDpOfjcif;? BudKwifaqmif&Gufjcif;

rsm;rSmvnf; ta&;BuD;aomtcef;rSyg0ifonf/ rSm;NyD;aomtrSm;rsm;udk xyfrrSm;oihfovdk rrSm;oihfaomtrSm;rsm;udk

BudKwifa&Smif&Sm;oifhonf/

[dkw,fonf tdrfESihfwlír& / odkUaomf tdrfESihfwlaom 0efxrfaqmifrIuawmhvdkonf/ [dkw,fudk [dkw,f

yHkpHusatmifpDrH&rnf/ rdom;pkyHkpHpDrHír&/ rdom;pkyHkpHpDrHcsifvQif [dkw,f0efaqmifrIudk csJum;í r&

tp&Sdojzihf'GefwGJaeygonf/ [dkw,f{nfonfrsm;zufrS MunfhvQiftpkpyfydkifvm;? rdom;pkydkifvm;? ydkif&Sifb,fol

odp&mrvdk/ aumif;w,f? raumifbl;yJodonf/ vmrvm;? rvmbl;vm;yJ&Sdonf/ rajymaom {nfhonf jyefrvm?

jyóem&Smaom {nfhonfjyefvmonfqdkaom 0efaqmifrIqkdif&m Complaint ESifh ywfoufaomrSefuefonfhtqkdrSm

tav;xm;oihfonf/ tqifrajyaomfvnf; bmrSrajymbJjyefoGm;aom{nfhonfrsm;rSm [dkw,fudk

xm0&jyefrvmbJ trsm;udkroGm;&efwm;ayawmhrnf/

4if;tcsufudk [dkw,ftkyfcsKyfa&; qdkif&mwm0ef&Sdaom yk*d¾Kvfwkdif;owdcsyfoihfonf/ 0efxrf;rsm;udk

tjypfay;jcif;onf 4if;wdkU\wm0ef0wå&m;rsm;udk ydkrdkaumif;rGefvm aprnfqdkonfh t,ltqrSm a[mif;EGrf;oGm;NyD

jzpfonf/ [dkw,fwpfckwGif0efxrf; tjypfay;&mxuf ynmay;jcif;udk OD;wnfoihfonf pOfqufrjywfapmihfMunhf

qHk;jzwfwwfonfh tavhtxudkOD;wnfoihfonf/ tjypfay;jcif;\qefUusifbufjzpfaom csD;ajr§mufjcif;udkvnf;

rarhoihfay/ csD;ajr§muf[kqdkwkdif; vpmwdk;ay;? &mxl;wdk;ay;yJvkyfae&efrvdk/

Outstanding Awards makes your hotel staff happy and taking pride for their jobs.

53

KNOWLEDGE


wpfcgwpf&Htrsm; a&SUwGif csD;usL;jcif;? *kPfjyKvufrSwfxkwfay;jcif;rsm; tcGifhoihfwkdif;vkyf&rnf/ tjcm;aom

taxGaxGcsD;ajr§mufrIrsm;jzpfaom c&D; pkaygif;xGufjcif;? pkaygif;npmpm;jcif;? tm;upm;yGJpDrHjcif;rsm;udknDnGwfrI?

pnf;vHk;rIESifh cGeftm;opfrsm;tjzpf zefwD;xm; &efvdkygonf/

[dkw,f0efxrf;\ A[kokwESihfynm&nfjrihfrm;rIonf [dkw,f0efaqmifrItm;rsm;pGm taxmuftuljyKonf/

xl;cRefxufjrufaom 0efxrf;rsm;jzihf zGJUpnf;xm;aom[dkw,fonf ESmwpfzsm;tNrJomonf/ Market ydk0ifqefUonf/

csD;ajr§mufjcif;wGifxdkodkUoifwef;ESihf A[kokwrsm;jzefUa0ay;jcif;rSm ta&;ygonf/ vkyfief; pGrf;aqmif&nfudk

wdk;wufaponf/ {nfhonf0efaqmifrIaumif;rGefa&;udk taxmuftuljyKonf/ [dkw,fwGif; jynfwGif;omru

jynfywGifyg [dkw,fynmoifMum;a&;udk pDpOfoifhonf/ txl;ojzihf [dkw,fvkyfief;qdkif&m avhvma&;rsm;

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2/2/2/ MHR

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(*)(*)

(*)(*)(*) ABE

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(C)(C)(C) ABE ( UK )

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(i)(i)

(i)(i)(i) MHR

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87

ABE ( UK ) rS MHR \ oifwef;ausmif;tkyfq&m OD;at;ausmfudk jrefrmEdkifiHtwGuf wpfOD;wnf;aom

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tjzpf csD;jr§ifhaomqkudk &½SdcJhygonf/

4/4/

4/4/4/ Business Management Diploma

qdkif&m tcsuftvufrsm;qdkif&m tcsuftvufrsm;

qdkif&m tcsuftvufrsm;qdkif&m tcsuftvufrsm;qdkif&m tcsuftvufrsm;

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jzpfjyD; ( Introduction to Business, Introduction to Business Communication, Introduction to Quantitative Meth-ods, Introduction to Accounting ) ponfh bmom&yf(4)ck oif,l&ygrnf/

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Behavior, Financial Acconting, Economic Principles and their Application to Business, Quantitative Methodsfor Business and Management ) ponfh bmom&yf(4)ckoif,l&ygrnf/

(*) Diploma Part II ( DBM II )þtqifhonf wwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Marketing

88

Policy, Planning and Communication, Management In Action, System Analysis and Design, ManagerialAccounting , Human Resource Management ) ponfh bmom&yf(5)ckudk oif,l&ygrnf/

(C) Advanced Diploma ( ADBM )þtqifhonf pwkx¬tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Corporate

Strategy and Planning, Organisations International Business Case Study, Strategic Marketing Management,Strategic Human Resource Management for Business Organisation ) ponfh bmom&yf(5)ck oif,l&ygrnf/

(i) Postgraduate Diploma ( PGDBM )þtqifhonf tjrifhqHk;aom yOörtqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD;

( Strategic Business Management and Planning, Organisational Resource Management, Leadership and ChangeManagement , Management of Financial Resources and Performance Corporate Management in Action( Integrative Case Study Assessment ) ponfh bmom&yf(5)ck oif,l&ygrnf/

5/5/

5/5/5/ Travel, Tourism & Hospitality Management Diploma



(u) Certificate Level ( CTTH )þtqifhonf tajccHtusqHk;aom yxrtqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnf

jzpfjyD; ( Introduction to Business, Introduction to Business Communication, Introduction to Travel, Tourism &Hospitality, Introduction to Accounting ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(c) Diploma Part I ( DTTH I )þtqifhonf 'kwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Organisational

Behavior, Travel, Tourism & Hospitality, Economic Principles and their Application to Business, Financial Ac-counting ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(*) Diploma Part II ( DTTH II )þtqifhonf wwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Marketing

Policy, Planning and Communication, Travel, Tourism & Hospitality Operations Management, Customer Ser-vice Skills, Managerial Accounting, Human Resource Management ) ponfhbmom&yf(5)ckudk oif,l&ygrnf/

(C) Advanced Diploma ( ADTTH )þtqifhonf tjrifhqHk;tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Strategic

Hospitality Management, Strategic Marketing Management, International Travel, Tourism and Hospitality, Man-aging in Organisations, Sustainable Tourism Planning and Development ) ponfh bmom&yf(5)ckudk

oif,l&ygrnf/

89

6/6/

6/6/6/ Human Resource Management Diploma



(u) Certificate Level ( CHRM )þtqifhonf tajccHtusqHk;aom yxrtqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnf

jzpfjyD; ( Introduction to business, Introduction to Business Communication, Managing People, Personel Ad-ministration ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(c) Diploma Part I ( DHRM I )þtqifhonf 'kwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Organisational

Behavior, Economic Principles and their Application to Business, Human Resource Development, HumanResource Management ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(*) Diploma Part II ( DHRM II )þtqifhonf wwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Employ-

ment Relations, Human Resource Management In Action, People planning and Resourcing, Personal Infor-mation Systems, Quantitative Methods for Business and Management ) ponfh bmom&yf(5)ckudk

oif,l&ygrnf/

(C) Advance Diploma ( ADHRM )þtqifhonf tjrifhqHk;tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Corpo-

rate Strategy and Planning, Performance Management and Reward, Strategic Human Resource Managementfor Business Organisation, Marketing in Organisations, Managing Organisational Change and Development )ponfh bmom&yf(5)ckudk oif,l&ygrnf/

7/7/

7/7/7/ Marketing Management Diploma



(u) Certificate Level ( CMM )þtqifhonf tajccHtusqHk;aom yxrtqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnf

jzpfjyD; ( Introduction to Business, Introduction to Business Communication, Introduction to Quantitative Meth-ods, Introduction to Marketing ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(c) Diploma Part I ( DMM I )þtqifhonf 'kwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Organisational

Behavior, Economic Principles and their Application to Business, Quantitative Methods for Business andManagement,Principles of Marketing ) ponfhbmom&yf (4)ckudkoif,l&ygrnf/

(*) Diploma Part II ( DMM II )þtqifhonf wwd,tqihfjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Marketing

Policy, Planning and Communication, Marketing Information Systems, Marketing in Action, Human ResourceManagement, System Analysis and Design ) ponfhbmom&yf (5)ckudkoif,l&ygrnf/

90

8/8/

8/8/8/ Financial Management Diploma

qdkif&mtcsuftvufrsm;qdkif&mtcsuftvufrsm;

qdkif&mtcsuftvufrsm;qdkif&mtcsuftvufrsm;qdkif&mtcsuftvufrsm;

(u) Certificate Level ( CFM )þtqifhonf tajccHtusqHk;aom yxrtqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnf

jzpfjyD; ( Introduction to Business , Introduction to Financial Accounting, Introduction to Costs and ManagementAccounting ) ponfh bmom&yf(4)ckudk oif,l&ygrnf/

(c) Diploma Part I ( DFM I )þtqifhonf 'kwd,tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Financial

Accounting, Managerial Accounting, Organisation Behavior, The Business Environment ) ponfh bmom&yf(4)ck

udk oif,l&ygrnf/

(*) Diploma Part II ( DFM II )þtqifhonf wwd,tqifhjzpfygonf/ oifwef;umvrSm (6)v MumjrifhrnfjzpfjyD; ( Systems

Management and Internal Financial Controls, Financial and Business Planning in a Global Context, FinancailMangement, Human Resource Management ) ponfh bmom&yf(5)ckudk oif,l&ygrnf/

(C) Advanced Diploma ( ADMM )þtqifhonf tjrifhqHk;tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Corpo-

rate Strategy and Planning, Strategic Marketing Management, International Marketing Strategy, ContemporaryIssues in Marketing, Integrated Marketing Communications ) ponfh bmom&yf(5)ckudk oif,l&ygrnf/

91

(C) Advanced Diploma ( ADFM )þtqifhonf tjrifhqHk;tqifhjzpfygonf/ oifwef;umvrSm (6)vMumjrifhrnfjzpfjyD; ( Corpo-

rate Strategy and Planning, International Business Finance, Strategic Human Resource Management forBusiness Organisation, Global Business Operations, International Financial Management ) ponfh

bmom&yf(5)ckudk oif,l&ygrnf/

92

KNOWLEDGE


CREATIVE ADVERTISEMENTS

93

KNOWLEDGE


94

KNOWLEDGE


Bill Gates(bDvf*dwf(pf))(bDvf*dwf(pf))

(bDvf*dwf(pf))(bDvf*dwf(pf))(bDvf*dwf(pf))

William Henry Gates III [KBE]

tar&duefvlrsdK; BoZmwduúrBuD;rm;aom? pD;yGm;a&;

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Gates rSm aygvft,fvif [Paul Allen] ESifhtwl wnfaxmifcJhaom

rdkufc&dkaqmh(zf) ukrÜPD [ Microsoft Software Co.ltd] \OuúXvJjzpf

pma&;q&mvnf;jzpfjyD; wpfOD;xJa&m ? yl;wGJa&;ygpmtkyfrsm;

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tpOfwpdkufazmfjycH&jyD;? 1995ckESpfrS 2009ckESpftxd (2008-

ryg) urÇmhtcsrf;omqHk;jzpfcJhonf/ Microsoft wGifvkyfcJhpOfu CEO

[ Chief Executive Officer] ukrÜPD\ tBuD;tuJESifh software ynm&SifcsKyfwm0efrsm;udk xrf;aqmifcJh\/ vuf&SdvJ

stock tpkpk\ 8 &mcdkifEIef;txufydkifqdkifonf/ wpfOD;csif;ydkifqdkifrI trsm;qHk;tpk&Sifjzpf\/ Bill Gates rSm

uGefysLwmjzpfay: wdk;wufajymif;vJrIwGif OD;aqmifOD;&Gufvrf;azmufcJhaom xif&Sm;onfhyk*¾dKvfrsm;teuf

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t,ltqESifh vkyfief;vkyfyHkudkifyHkrsm;udk oabmrusBuay/ aemufydkif;wGif Gates rSm y&[dwvkyfief;rsm;udk

ydkíwpdkufrwfrwf vkyfudkifvmcJhonf/

2000ckESpfwGif Bill & Melinda Gates Foundation udkxlaxmifí olydkifaiGaBu;ajrmufrsm;pGmudk

ZeD;jzpfolESifhtwl y&[dwvkyfief;tzGJUtpnf;rsm;? odyÜHqdkif&mokawoevkyfief;rsm;udk vSL'gef;cJhonf/2010-

ckESpfZefe0g&DvwGif ukrÜPD\ (CEO) tjzpfrSEIwfxGufjyD; software ynm&SifcsKyf [ Chief Software Architect ]

tjzpfqufvufvkyfudkif\/ 2006-ckESpfZGefvwGif y&[dwvkyfief;rsm;rSm ydkítcsdefay;vkyfudkifEdkif&ef

ol\wm0efrsm;udk ]a&;atmhZD} [Rayozzie] ESifh ]ca&(*sf)ref'D} [Craig Mundi] wdkUtm;vTJajymif;ay;cJhonf/

Microsoft wGif Gates aemufqHk;vkyfudkifcJhaom &ufpGJrsm;rSm (27 ZGefv2008) jzpf\/

95

KNOWLEDGE


Gates udk tar&duefjynfaxmifpk taemufajrmufydkif; uae'gEkdifiHe,fpyfESifh xdpyfaeaom

0g&Sifwefjynfe,f qDtufwJ(vf) [Seattle] NrdKUwGif t*Fvdyf? *smref? paumh-tdkif;&pf [scotch-Irish] aoG;rsm;

a&maESmaeaom rdbrsm;rSarG;zGm;cJhonf/ zcif William H-Gates

rSmxif&Sm;aom a&SUaewpfOD;jzpfí? rdcifar&Druf0Jvf*dwf [Mary

Max well Gates] rSm first Interstate bank system ESifh The United

Way \ 'g½dkufwmtzGUJ0ifjzpf\/ tzdk;jzpfol J.W Maxwell rSmvJ

trsdK;om;bPfwpfck\ OuúXjzpf\/ GateswGif tr ]c&pfpwD}

[Kristi] ESifh nDri,f]vpfbD} [libby] wdkU&Sd\/ Gates \

tjcm;emrnfwpfckrSm ]xa&;}[Trey] jzpf\/ rdbrsm;rSm Gates

udkOya'vdkif;odkU vdkufap&efpdwful;&SdcJhBu\/ Gates 13ESpfwGif

]vdyfqdkuf} [Lakeside] ausmif;odkUwufa&mufcJhonf/ 7wef;

od k Ua&mufaomtcg? ausmif;\rdcifrsm;toif;u

ausmif;aps;a&mif;yGJrS &aomaiGrsm;jzifh [ASR-33 teletype]

[Genernal Electric] uGefysLwmwpfvHk;udk ausmif;om;rsm;

twGuf0,fay;cJhonf/

þonfrSmyif Gates \uGefysLwmc&D;tp[k

ajymí&avmufonf/ GE pepf\ Basic Programming udk

Gates tvGefpdwf0ifpm;cJhonf/ olwufaeaom ocsFmwef;rsm;udkjypfí pdwf0ifpm;&maemufodkU

vdkufavawmh\/ xdkpufay:rSmyif ol\yxrqHk;uGefysLwmy½dk*&rfudk a&;om;xnfhoGif;cJhonf/

oknESifhBuufajccwfrsm;udk wvSnfhpDxnfhí uGefjyLwmESifhvl,SOfjydKifupm;&aom tic-tac-toeupm;enf;jzpf\/

,if;uGefysLwmrSma[mif;EGrf;í oif,lp&mrsm;ukefcrf;oGm;aomtcg computer center Corporation ydkif

PDP-10 uGefysLwmbufodkUvSnfhBujyef\/

CCC onf lakeside ausmif;om; ]*dwf} [ Gates ], ]aygvft,fvef} [ Paul Allen ], ]&pf(cf)a0vif;}

[Ric Weiland] ESifh ]uJefUtufAif} [Kent Evans] wdkU4OD;udk waEGvHk;uGefysLwmroHk;& wm;jrpfxm;avonf/

taBumif;rSm tcsdefydkbuftm;oHk;í&zdkU uGefysLwm\ System udk jyif&efvkyfonfudk rdoGm;aomaBumifhjzpf\/

wm;jrpfcsdefvGefaomtcg ausmif;om;rsm;u CCC &Sd software rsm;\csdKU,Gif;csufrsm;udk 0kdif;½Smay;&ef

urf;vSrf;&m CCC rS vu©HíuGefysLwmoHk;cGifhudk jyefcGifhjyK\/

96

KNOWLEDGE


,if;aemufwpfESpfwGif Imformation Sciences , Inc rS ,if; Lakeside ausmif;om;(4)a,muftm;

COBOL jzifh Program wpfckqGJay;&efiSm;&rf;avonf/ ,if;twGuf uGefysLwmoHk;cGifhESifh &mcdkifEIef;aBu;rsm;

&&SdBuav\/ Gate \ Programming a&;EkdifaomtpGrf;tpudk ausmif;rSvlBuD;rsm; wpfpwpfpodvmaomf

Gates rSm twef;rsm;xJ½dSausmif;om;rsm;udk cefUcGJaom Progamme wpfckudka&;&av\/ aemifwGif Gates

u“atmifjrifjcif;qdkwmudk jywfjywfom;om;awGUae&awmh? uRefawmhfrSm'Dpufuae cGJcGmoGm;zdkUqdkwm

awmfawmfcufcJwJhudpö jzpfcJhw,f” [kjyefajymif;ajymcJh\/

Gates 17ESpfom;wGif Intel 8008 Processor udk tajccHí Traf-o-Data [kac:aom Project wpfck

udk Allen ESifhwGJívkyfonf/ 1973 wGif Lakeside ausmif;rS Gates atmifjrifcJhonfh t&nftcsif;ppfpmar;yGJ

SAT [standard Assessment Task] trSwf 1600 teuf 1590 &í [m;Awf

[Harvard] aumvdyfodkU ,if;ESpfaqmif;OD;aygufwGif Gates a&mufvmonf/

Gates \tcsdeftrsm;pkrSm ausmif;uGefysLwmrsm;wGifom ukefqHk;avonf/

Allen ESifhum; tquftoG,frjywfay/ 1975wGif MITS ukrÜPDu Altair

8800 udk Intel 8800 CPU wGif tajccHíxkwfvdkufavonf/ ,if;udk Gates

ESifhAllen wdkUu udk,fydkif software ukrÜPDwpfck wnfaxmif&efom

tcGifhtvrf;wpfcktjzpfjrifav\/ Gates rS rdbrsm;tm;zGifh[aomtcg

4if;wdkUuvnf; 0dkif;0ef;axmufyHhay;Buav\/

BASIC

1975 Zefe0g&Dvxkwf Popular Electronics pmapmifyg Altair 8800 udkzwfjyD;aom Gates u

,if;udkzefwD;ol MITS [Micro Instrumentation and Telemetry System] ukrÜPDudkqufoG,fí ,if;ESifh

udkufnDonfh programme udka&;om;aeaBumif;ajymvdkufav\/ wu,fawmh 4if;wdkUwGif Altair vJr½Sd? bm

coade rSvnf;ra&;&ao;ay? MITS \pdwf0ifpm;rIudk prf;oyfvdkufjcif;omjzpfav\/ MITS OuúX

tufa&mbwf [Ed Roberts] uolwdkUESifhawGU&ef oabmwlvdkufonf/ owif;ygwftenf;i,ftwGif;rSmyif

rnfonfhuGefysLwmESifhrqdk oHk;Edkifaom [Altair emulator] software] udka&;om;jyD;pD;í uGefysLwm\ System

udkajymif;vJay;Edkifonf/ BASIC programme udkyg atmifjrifpGmwnfaqmufEdkifcJ honf/ ,if;udk

]tJvfbmumcfuD} [Alburquerque] ½Sd MITS \ ½Hk;cef;rSmatmifjrifpGm prf;oyfjyoEdkifcJh\/

97

KNOWLEDGE


,if;aemuf Altair BASIC taeESifh jzefUcsdcGifhudk MITS ESifh oabmwlnDrI&cJhjyD;? Allen udk MITS u

wpfcgxJtvkyfcefUvdkufav\/ Gates rSm Harvard rScGifh,lum ]tJvfbmug('f)uD} ½Sd MITS ü Allan ESifh

wGJívkyfavonf/ 1975 Edk0ifbmvwGif olwdkU\yxrqHk;

‘Micro-soft’ ½Hk;cef;udk ]tJvfbmug('f)uD} wGifzGifhvSpfcJhonf/

wpfESpftwGif;rSmyif tv,frS (-) udkNzKwfí? 26-

Ekd0ifbm-1976wGif “ Microsoft '' trnfudk e,l;ruúqDudk

jynfe,f [NewMexico] wGif rSwfyHkwifonf/ Gates rSm

[m;AwfodkUb,faomtcgrS jyefra&mufawmh acs/ Microsoft

\ BASIC udk uGefysLwm0goem&Sifrsm; BudKufESpfouf

Buonf/ ok dUaomf aps;uGufwGif;ra&mufrD Sr Smyif

tBuD;tus,faumfyDrsm;yGm;í jzefUa0jcif;cH&av\/ 1976 azz0g&DvwGif Gates u MITS owif;pmapmifrS

wqifh 0goem&Sifrsm;odkUtdwfzGifhay;pmwGif? ,if; Software twGuf aiGaBu;r&½SdyguMITS rS t&nftaoG;

jrifhaom Software udkqufvufxkwfa0jzefUcsdEdkifrSm r[kwfaBumif;ajymBum;cJhonf/ ,if;pmukd 0goem&Sif

trsm;pku oabmrusMuay/ Gates url Software a&;om;oltaejzifh aiGaBu;&&rnf[ktcdkiftrm

,HkBunfxm;onf/ 1976ckESpfukefcgeD;wGif MITS rScGJxGufí uGefysLwm System trsdK;rsdK;twGuf Program -

ming Language Software rsm;udk qufvufa&;om;cJhavonf/ 1979ckESpf Zefe0g&Dv 1&ufaeUwGif ukrÜPDudk

0g½Sifwef&Sd ]b,fvfbl;} [Bellevue] odkUajymif;vJa&TUcJhavonf/

98

KNOWLEDGE


IBMESifh yl;aygif;rdjcif;ESifh yl;aygif;rdjcif;

ESifh yl;aygif;rdjcif;ESifh yl;aygif;rdjcif;ESifh yl;aygif;rdjcif;

1980 wGif IBM rS Microsoft odkUcsOf;uyfí? ol\vmrnfh Personal Computer, IBM PC twGuf

BASIC Programme udka&;om;apcJhonf/ xdkktwGif; IBM \ udk,fpm;vS,frS Operating System wpfckvdktyf

aBumif;ajym&m ? Gates u4if;udk vltoHk;rsm;aom CP/M operating System udkxkwfvkyfonf/ DRI [Digital

Research] ESifh qufoG,fay;vdkufonf/ IBM ESifh DRI rSmaqG;aEG;aomfvnf; oabmwlnDrI wpfpHkwpf&mr&cJhay/

xdktaBumif;udk IBM udk,fpm;vS,f *sufqJrf [Jack Sams] u Gates ESifhawGUaomtcgajymav\/ owif;ywf

twefi,fBumaomtcg? ]wifyufwmqif} [Tim Paterson] \ SCP [seattle (compter Products ] rS xkwfvkyfaom

86-DOS (QDOS) udkoHk;&ef ]*sufqJrf}tm; Gates rStqdkjyKav\/ ,if; system rSm DRI \ CPIM ESifhwlavonf/

Microsoft rSm SCP ESifh tay;,ljzpfí SCP \oD;oefUudk,fpm;vS,fjzpfvmjyD;? aemiftcg 86-

DOS udkvHk;0ydkifqdkifcGifh&av\/ ,if; operating system udk personal computer rsm;ESifhoHk;íjzpf&ef jyefvnf

jyKjyifrGrf;rHjyD; PC-DOS tjzpf Microsoft rS IBM odkUwpfBudrfxJay;aiG a':vm 50,000 ESifhay;vdkufonf/

Gates taeESifh rlydkifcGifh [copyright] udkvTJajymif;ay;vdkuf&efudkum; rurf;vSrf;cJhajc/ taBumif;rSm tjcm;hardware

a&mif;csolrsm;rSIBM \ System udk aumfyDyGm;Buvdrfhrnfudk wGufrdjyD;jzpfaomaBumifhjzpf\/ xifonfhtwdkif;vJ

jzpfcJhjyD; MS-DOS onf Microsoft udkvkyfief;e,fy,fü ta&;ygaomt"dua&SUaqmifae&modkU ydkUvdkufav\/

ZGefv25-1982 wGif ukrÜPDudk0g½SifwefüjyefvnfzGJUpnf;cJhjyD; Gates udk Microsoft \ OD;aqmiftBuD;

tuJtjzpfa&m? bkwftzGJU\OuúXtjzpfyg wifajr§mufvdkufav\//



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131

KNOWLEDGE


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The Leader Behavior Checklist

PurposeThe Leader Behavior Checklist is a self-improvement tool to help people in leadership positions recognize andimprove critical behaviors that are known to be effective in setting direction and inspiring others in an organization.

How This Instrument is DifferentThis instrument is designed to measure “leadership” behaviors as opposed to “management” behaviors.Examples of management behaviors are the tasks involved in planning, budgeting, organizing, staffing,controlling and problem solving. Leadership behaviors are characteristically different. As Bemis has said,leaders define what the future looks like, align people with that vision, and inspire them to make it happendespite the obstacles. Managers ensure organizations run smoothly; leaders create change. In most leadershippositions, people must be effective as both a manager and a leader. The most effective people are those whocan easily switch back and forth between these two roles. The purpose of this instrument is to help people focusand improve their performance in the leadership role required by their position.

Factors Measured by the ChecklistThe factors assessed by this instrument are derived from a leadership model based on the following definitionof leadership:

Leadership is an interpersonal influence process of settingdirection and inspiring others to achieve goals.The factors on this instrument all help define the kinds of behaviors involved in “setting direction” and in “inspiringothers,” and is based on published research, the ideas of various authors in the leadership literature, and ourown experience in observing and developing leaders in organizations across a variety of industries for the lastfifteen years.

InstructionsThe following Leader Behavior Checklist will ask questions about behaviors you may or may not exhibit. You willrate yourself on a scale from 1-4, based on the degree to which you perform each behavior. The behaviors aredivided into several categories so you can determine your strengths and weaknesses in the various differentaspects of leadership. Once you complete the assessment, you can call or email Cornelius & Associates forinterpretations of your score and for help identifying areas you may want to improve.

NOTE. This instrument is designed to be generic enough to be applicable for all levels of leadership. Therefore,a senior executive, a department head, a supervisor, and even a team leader should be able to fill out thischecklist. The word “organization,” as mentioned on several items, should thus be interpreted to refer to acompany, division, department, or team, depending on your leadership role in the organization.

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The Leader Behavior ChecklistInstructions: Place a checkmark in the appropriate column.

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Scoring the Leader Behavior Checklist

Step 1. Calculate the total number of points for each of the nine factors measured on this instrument. Enter each score, called the “raw” score, in the space provided in the table below.

Step 2. Determine a “Converted Score” for each Factor by looking up the raw score range in the columns of the Table below. Table entries are raw score ranges for each Factor.

Step 3. Enter the Converted Score for each Factor in the Table below.

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Your Leader Behavior ProfileThe Leader Behavior Profile is a graphical representation of your scores on the Leader Behavior Checklist. Todraw your profile, plot the “Converted Score” for each Factor by circling the appropriate number below. Tocomplete your “picture,” draw lines to connect the circles.

A. Communicating Purpose and Direction 1 2 3 4B. Communicating and Behaving According to Values 1 2 3 4C. Showing Enthusiasm for People 1 2 3 4D. Instilling in People the Belief They are Powerful 1 2 3 4E. Being Consistent in the Face of Adversity 1 2 3 4F. Planning and Leading Change 1 2 3 4G. Releasing Potential and Energy 1 2 3 4H. Creating a Flexible and “Ready-for-Change” Culture 1 2 3 4I. Developing Leaders in the Organization 1 2 3 4

Interpreting and Using Scores From the Leader Behavior CheckList

PurposeThe purpose of this document is to provide guidance in both interpreting scores from the Leader BehaviorChecklist and using the scores from this instrument to set self improvement goals.

BackgroundThe Leader Behavior Checklist is a self-improvement tool to help people in leadership positions recognize andimprove critical behaviors that are known to be effective in setting direction and inspiring others in an organiza-tion. The factors assessed by this instrument are derived from a leadership model based on the followingdefinition of leadership:

Leadership is an interpersonal influence process of settingdirection and inspiring others to achieve goals.

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All factors on this instrument help define the kinds of behaviors involved in “setting direction” and in “inspiringothers.” The factors are based on published research, the ideas of various authors in the leadership literature,and our own experience in observing and developing leaders in organizations across a variety of industries forthe last fifteen years.

A fundamental philosophy in the development of this tool was to design a measure of “leadership” behaviors asopposed to “management” behaviors. Examples of management behaviors are the tasks involved in plan-ning, budgeting, organizing, staffing, controlling and problem solving. Leadership behaviors are characteristi-cally different. As Warren Bennis has said, “leaders define what the future looks like, align people with that vision,and inspire them to make it happen despite the obstacles.”

In most leadership positions in organizations, people must be effective as both a manager and a leader. Themost effective people are those who can easily switch back and forth from these two roles, i.e., they are effectiveboth as a manager and as a leader. The purpose of this instrument is to help people focus and improve theirperformance in their role as a leader.

Part One: How to Interpret Scores

The items on this checklist are clustered under the following nine categories of leadership behaviors:

A. Communicating Purpose and DirectionB. Communicating and Behaving According to ValuesC. Showing Enthusiasm for PeopleD. Instilling in People the Belief They are PowerfulE. Being Consistent in the Face of AdversityF. Planning and Leading ChangeG. Releasing Potential and EnergyH. Creating a Flexible and “Ready-for-Change” CultureI. Developing Leaders in the Organization

INTERPRETING AND USING SCORES FROM THELEADER BEHAVIOR CHECKLIST

Scores on each factor range from Level Four (the highest) through Level One (the lowest). In terms of leader-ship effectiveness, factor scores of 3 and 4 indicate areas of strength, whereas scores of 1 and 2 indicateopportunities for improvement. In general, the more scores of 3 and 4 that an individual has, the more likely it isthat they are engaged in behaviors that are known to be characteristic of effective leaders.

Brief interpretative notes on each factor are given below:

A. Communicating Purpose and Direction. This factor measures the extent to which a leader is engaging inthe behaviors that are needed to ensure that the organization has a clear understanding of its purpose (mis-sion) and direction (vision). Further, this factor assesses if the leader has done those things that are needed toensure that the organization stays focused on the items with the highest priority. Scores of 3 or 4 indicate that the

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leader has introspected about these issues and has spent time figuring out the best way to communicate theseimportant concepts of purpose and direction throughout the organization.

B. Communicating and Behaving According to Values. There is considerable evidence that people ad-mire and are inspired by leaders that behave consistently according to values, and in particular, the value ofintegrity. This factor on the checklist measures the extent to which a leader is doing those things that will ensurethat others in the organization unambiguously understand the principles for which the leader stands. Scores of3 or 4 indicate the leader has communicated and acted according to values, and that people in the organiza-tion understand those values.

C. Showing Enthusiasm for People. Many effective leaders have an ability to show support and enthusiasmfor people in the organization. This factor on the checklist captures those behaviors that best characterize thistrait. Leaders with scores of 3 or 4 on this factor are more likely to show trust in people, show enthusiasm forpeople, fight for resources people need to be successful, and use expert power and reference power to influ-ence people rather than position power, reward power, or coercive power.

D. Instilling in People the Belief They Are Powerful. Research has shown that one main effect that extraor-dinary leaders have on people is to make them feel as if they can accomplish anything. This checklist factormeasures the extent to which the leader engages in the behaviors that will help people feel important andpowerful. Leaders with scores of 3 or 4 are more likely to spend time on arranging conditions so that peopleexperience success. This includes putting the right people in the right jobs, putting in place the support theyneed to be successful, and then giving people the discretion to act.

E. Being Consistent in the Face of Adversity. This factor was included based on research showing thatpeople tend to admire and follow leaders who hold to a course of action, even in the face of adversity. Thus,leaders with scores of 3 or 4 on this factor tend to persevere during difficult times and take stands on issues,even when their decision might not be the easiest or most popular course of action.

F. Planning and Leading Change. The checklist items on this factor assess the extent to which a leadercarries out the behaviors needed to produce change in organizations. Most leadership authorities understandthat leading change is a quintessential leadership role. Leaders who score 3 or 4 on this factor tend to effec-tively communicate a vision and reason for change, as well as a sense of urgency for the change. They also actto involve key stakeholders, ensure that expectations and roles are defined, and that the support structure is inplace for change to be successful.

G. Releasing Potential and Energy. This factor assesses the extent to which the leader carries out the ac-tions needed to “release” the full potential and energy of the organization. These behaviors include tearingdown internal “silos” in the organizations, improving communication across the organization, and ensuring thatpeople have interesting and challenging things to do. Leaders with score of 3 or 4 have the ability to create“intrinsic” motivation in an organization, which includes providing autonomy for people in their jobs, encourag-ing the use of the variety of talents that group have, and helping people feel a sense of “ownership” in theorganization.

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H. Creating a Flexible and “Ready-for-Change” Culture. This factor measures a different aspect of theleader’s role in leading change than measured by Factor F. The emphasis on this checklist factor is on leaderbehaviors that are needed to create a business literate organization that is better able to understand and reactquickly to any change. Leaders who score 3 or 4 on this factor are those who are able to install the culturalelements that are needed to allow change to “emerge” from anywhere in the organization.

I. Developing Leaders in the Organization. This factor measures the extent to which the leader understandsthat a critical leader role is to teach, coach and develop the talent within the organization. Leaders who score 3or 4 on this factor put an emphasis on developing others and spend time teaching and coaching their staff andpeers.

Part Two: Using the Leader Behavior Profile for Self-Improvement

Profile InterpretationLook first at the factors with the highest scores. These are the leadership strengths that you have, particularlythose that have a score of 4. Next, look at the factors with the lowest scores. These are the areas where youcould make improvements. As effective you are as a leader, these are the areas that, if you can develop them,will help make you even more successful.

Improvement Goals

In the space below, list the two or three leadership factors in which you would like to further develop as aleader. These should be your three lowest scores from the profile.

1. __________________________________________________

2. __________________________________________________

3. __________________________________________________

Action StepsTo help you identify more specific behaviors you can work on, return to the individual items under each Factoron the Checklist that you want to develop. Use the lower scores on these items to help you develop specificaction steps you can carry out.

For example, if under the Releasing Potential and Energy Factor, you scored low on #6- “I demonstrate listeningby seeking input and following through on discussions.” Then, an action item might be: “I will work over the next3 months to seek input from my staff and follow-up on action items that result from meetings with my staff.”

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List below one or more specific actions you can take to make improvements in the leadership areas specifiedin your improvement goals above. Be sure to include a timeframe in which you intend to work on the items soyou can monitor your improvements.

1. ___________________________________________________________________

2. ___________________________________________________________________

3. ___________________________________________________________________

4. ___________________________________________________________________

5. ___________________________________________________________________

Final Advice

It is helpful to ask someone in your organization to brainstorm with you other action steps you can take. Inaddition, we recommend that you ask this person to help hold you accountable for carrying out these steps. Werecommend that you fill out this instrument again in three months to check on your progress.

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PRIORITIZATION• Do• Delegate• Delay• Delete

Importance

Urgency

Priority 1Priority 2

Priority 3Priority 4

Tips for you…

The best time to set priorities is the afternoon or evening before-not the morning.

That way, you can sleep on your priority list and thenreview it in the morning. You may spot some things you

want to change.

Time Management tydkif; ( 3 ) tydkif; ( 3 )

tydkif; ( 3 ) tydkif; ( 3 ) tydkif; ( 3 )

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Use a to-do list

• Find out what is urgent and important.• Put them in order of preferences.• One completed delete them from your list.• Find out a To-do list format which is really suitable for

you.

Day & Time

MON TUE WED THU FRI SAT SUN Remark

9-9:30 Meeting

9:30-10 Meeting Class Class

10-10:30 Appointment Class Class

10:30-11 Appointment Class Class

11-11:30

11:30-12

12-12:30

12:30-1

1-1:30 Workshop Workshop

1:30-2 Workshop Workshop

2-2:30

2:30-3

3-3:30

3:30-4

4-4:30

4:30-5

Comment

Sample

To-do

List

Format

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• Find out which is the best time for you study

• Are you a morning person?

• A night owl?

• Late Afternoon?

Be Flexible• Allow time of interruptions and distractions.

• Save larger block of time for priorities.

• Ask yourself questions and get back to your goal.

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Cognitive Tasks8am - 12 noon

Cognitive, or mental, tasks such as reading, calculating, and problem solving are performed most efficiently in the morning.

Short term memory6 am - 10 am

Short term memory taskssuch as last minute reviewing for tests are best performed early in the morning.

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Long term memory1 pm - 4pm

Longer term Memory tasks such as memorizing speeches and information for application are best performed in the afternoon.

Using your hand2 pm to 6 pm

You are most efficient at tasks involving the use of your hands such as keyboarding and carpentry in the afternoon and early evening.

Physical Workouts4 pm to 9 pm

It is best to engage in physical activity in the evening when your large muscle coordination is at its peak.

Studies show you will perceive the workout to be easier in the evening.

Exercising about 5 hours before bedtime improves the quality of sleep.

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Do Right Things Right

• Doing the right things is Effectiveness

• Doing things right is Efficiency

• Focus first for Effectiveness

• Concentrate on Efficiency

Concentrate on the task at hand

�Focus on your goal

�Tune out interruptions

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Weekly Schedule

Determine how you spend a typical weekAs you enter the hours or parts of hours for each activity, that amount is subtracted from each day's total:

Hours left in each day:

Daily Activities: Mon Tues Wed Thu Fri Sat Sun

Praying:

Learning:

Sleeping:

Exercise/sports:

Work/internship:

Family commitments:

Personal care/grooming:

Meal preparation/eating/clean-up:

Transportation (school, work, etc):

Relaxation: TV/video games, etc.:

Socializing & friends:

Classes or Other:

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Phone No.

Current Job

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