Welcome to our book review site go-pdf.online!
You may have to Search all our reviewed books and magazines, click the sign up button below to create a free account.
Managing NGOs in Developing Countries: Management cases from Pakistan
This volume has well-researched management case studies that are drawn from real life issues in non-government organizations. Participants who have been active in the NGOs have written the majority of the case studies included in this volume. The other cases included in this volume are management issues that have been documented by the faculty of LUMS during their consultancy research. These case studies are designed to help develop professionals to build and enhance the capacity of the social sector.
The Daanish Schools
The case discusses the Daanish School System (DSS) as an innovative education system for the marginalized children of southern Punjab. The English equivalent of Daanish (an Urdu word) means `wisdom'. The Chief Minister (CM) of the province of Punjab had asked Mr Iqbal Qureshi, Chairman, Core Group of the Daanish School & Centre of Excellence Authority (DS&CEA), to recommend a strategy to expand DSS further and to ensure its financial sustainability as opposed to the upgradation of the existing public sector schools. The opponents of DSS were supporting the latter, while there were others who supported DSS expansion. The core group was also divided on the expansion strategy into two sub-groups: one sub-group was supporting the expansion strategy, whereas the other sub-group was not.
Managing NGOs in Developing Countries: Concepts, frameworks and cases
In this volume there are well-researched management case studies that are drawn from real life issues in non-government organizations. These have been documented by the faculty of Lahore University of Management Sciences (LUMS) during their consultancy research and by the participants of training programs at the LUMS-McGill Social Enterprise Development Centre (SEDC) through active participation with the NGOs. The case studies are designed to develop professionals to build and enhance the capacity of the social sector. This volume focuses on concepts and frameworks of major management disciplines: Managing People and Organizations, Marketing, Finance and Control, Operations Management and Managing Change. The Asia/Pakistan specific contents of this teaching material are geared to the needs of NGO personnel, academics, students, consultants, management developers and policy makers in developing countries and donor funding agencies.
Organizational Transformation Challenges at the State Bank of Pakistan
The Organizational Transformation Challenges at the State Bank of Pakistan case series pertains to a key institution that performs that role of the Central Bank in the country. On assuming the position of the Governor, SBP, in December 1999, Dr Ishrat Husain felt the need to turnaround this institution with a view to make it congruent with the requirements of a central bank in the twenty-first century. To realize this goal, he developed a concept paper by engaging all key stakeholders both within and outside of the Bank. After following a rigorous process of discussions, deliberations and conferences, his concept paper was approved both from his management as well as from the Board.
National Union Catalog
Includes entries for maps and atlases.
Managing NGOs in Developing Countries
This volume has well-researched management case studies that are drawn from real life issues in non-government organizations. Participants who have been active in the NGOs have written the majority of the case studies included in this volume. The other cases included in this volume are management issues that have been documented by the faculty of LUMS during their consultancy research. These case studies are designed to help develop professionals to build and enhance the capacity of the social sector.
Growth at Atlas Group
The Atlas Group had expanded exponentially over the last ten years. Its Chairman, Mr. Yusuf H. Shirazi while drawing satisfaction from the performance of the Group had two key concerns: was launching Atlas Power, a company in the Energy & Power Sector the correct strategic decision and secondly give international market opportunities, at what pace should the Group expand its business outside of the country?
