Medical Dominance Is A Concept Within The Australian...

Medical dominance is a concept within the Australian health care system which majorly impacts general practitioners (GPs), through giving them power over the associated economics and business of health services. This is specifically exemplified in their role within the health care system under the Medicare Benefits Schedule (MBS), wherein they act as the primary care service providers in Australia. With reference to the private sector, the position of power given to GPs is exemplified through their control over the client bases of other health professionals. This control generates both disadvantages and advantages for GPs. Disadvantages include the inevitable production of poor professional relationships within multidisciplinary teams, due†¦show more content†¦Their job is to aid clients in resolving their health issues, whether that be through direct care, or working in a multidisciplinary team, providing referrals to allied health professionals and specialists who can aid in preventative care or chronic disease management. Such referrals are the primary method in which AHPs and specialists are accessed. However, this is not the only form of medical dominance. McNeil et. al (2013) suggests that it can also be identified through differential treatment within the health care system, wherein the dominant group, namely medical practitioners, receive benefits such as promotions, better income, greater opportunities, and praise. This is largely due to the organisation of Australian hospitals wherein health professionals are positioned in a hierarchy based on their managerial and clinical qualifications (Willis, Reynolds, Keleher, 2012; Licqurish Seibold, 2013). Evidently, medical dominance spans through both the private and public sectors of the Australian health care system, effecting them both in their respective manners. However, a focus on the private sector will be discussed. Showcased through the MBS, medical dominance is exemplified through a GP’s capacity to control the client base of medical specialists and AHPs. This structure within the Australian health care system can be argued as disadvantageous for GPs, as it manufactures

Marketing Plan for Apple Inc - 996 Words

Marketing Plan for Apple Inc Introduction Apple Inc. designs, manufactures, and sells personal computers, computer accessories and computer related software. The company also offers peripherals, networking solutions and other related services. Additionally, Apple computers designs, builds, and markets a wide array of portable digital music players, telecommunication devices alongside related accessories and services (Cameron Quinn 2011, p 288). Apple Inc owes its recent success in the highly competitive computer industry to its situation, marketing strategy and product mix that have gone a long way market the Apple brand as leader of good quality and satisfactory experience. The success of the company borrows draws a†¦show more content†¦The company has additionally segmented its markets both geographically and in accordance with needs of its various customers to serve the specific needs of each market. Apple’s Brand Centered Marketing Culture Apple has over the years thrived on selling the strengths and quality of its brand. As such, the company huge sums of money advertisements to create strong brands for its products, which go a long way to establish brand loyalty among its customers. For instance, the late CEO Steve Jobs spent $ 100 million in advertisements for the iMac which eventually became an instant marketing hit. The company has continued to spend large amounts of money to run high powered advertisement campaigns that seek to create strong brands and endear the company’s products to the target customers (Schneiders 2011, p 10). For example the company recently ran the â€Å"switch† campaign urging customers to move to Apple products. 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Managing Change in Organisations Free Essays

string(162) " brainstorming will be achieved applying the affinity chart that will help categorise related issues and identify the major causes of the problem through Pareto\." Master of Business Administration Assignment Programme Title: University of Wales MBA (Project Management) Student Full Name: Raji Shakirudeen Damilare Student STU number: STU32417 Student Email Address: rajishakur@yahoo. com Module Name: Managing Change in Organisations Word Count: 4273 words Submission Deadline: 16 July, 2012 TABLE OF CONTENTS CHAPTERPAGE CHAPTERS CHAPTER 1 – TASK 1 3 – 5 * Introduction3 * Nature and Scope of Change3 * Major Drivers of Change4 CHAPTER 2 – TASK 26 – 10 * Key Issues and Challenges6 * Action plan 9 CHAPTER 3 – TASK 311 – 14 * Change implementation 11 CHAPTER 4 – Task 415 – 16 * Change success 15 * Conclusion 16 REFERENCES 17 CHAPTER 1 TASK 1 1. 00INTRODUCTION Background: Operational wastes come with a lot of cost and it is generated in many forms within an operational system. We will write a custom essay sample on Managing Change in Organisations or any similar topic only for you Order Now The intention of any profit making organisation is to maximize customer’s values and yet minimize the waste. Aim and Structure: The assignment will identify areas that will be compelled by the Total performance management TPM as an improvement to the existing system. It will analyse the key contents and benefits of TPM implementation. It does also seek to outline the scope of the change, dealing with key issues and providing actions plans using relevant models. The assignment will evaluate the change models application during the implementation phase, measure in milestones the change success and provide adequate feedback on success recorded. 1. 10NATURE AND SCOPE OF CHANGE Meeting production targets will not be enough anymore to judge production performance if records of customer complaints, rework or defects, overproduction, over processing, delayed inventory, human and equipment breakdowns, administrative delays caused by the bureaucratic setup and low team spirit. Total performance management TPM is an effective performance pillar with nine key components that is designed to completely re-engineer the system, integrate functions and take functional expertise into the value creation process. In particular, it is focused on supporting frontline personnel and frontline leaders to eliminate operational waste that will guarantee the optimization of all manufacturing and production processes. The TPM pillar descriptors to be used are: 1. Autonomous Maintenance: This pillar aims to improve equipment reliability through equipment care. . Planned Maintenance: This is a step by step process for improving facility maintenance. 3. Education and Training: This pillar enhances focused knowledge and capability building. 4. Focused Improvement: This pillar provides a structured method to identify and prevent problems. 5. Early Management: This pillar is directed towards the development, design and implementation of new technology and strategy that will cope w ith the future. 6. Quality Maintenance: This pillar aims to create a system incapable of producing quality defects. . Office: This pillar focuses on ensuring LEAN and error free business processes. 8. Safety Health Environment: This pillar aims to ensure elimination of unsafe behaviours and conditions. 9. LEAN Factory: This pillar focuses on LEAN Thinking specifically applied to logistics management. NCE Introduction (2009, pg 8) 1. 20MAJOR DRIVERS OF CHANGE Key drivers of change are listed and described as follows: Improved Production performance: Production performance is greatly affected by incessant machine and human breakdown. It will be necessary to implement a comprehensive shift management programme and strategic maintenance management system to improve the system. Re-engineered Inventory management: Factory inventory tracking system has been poorly managed, thereby impacting on consumables and spare parts management. Maintenance management system is undermined or sometimes ignored as a result of poor inventory control. Inventory management needs to be re-structured to speed up the existing system processes, by providing an effective system application tracking software that will eliminate the threat of delay and low productivity. Optimizing logistical management: Raw materials stock management continues to be affected by late deliveries and poor stock management system. Production plans are disrupted, production volumes are not met and consumers are faced with products scarcity. Early management is required and implementation of a comprehensive system application tracking software that will re-structure the logistical management system to cope with increasing activities. Minimised operational cost: Defected products are separated during production and routine quality checks. Products are also return from markets for quality reasons, thereby resulting to rework and reprocessing which will increase the operational cost of producing a product more than ones. Total quality management strategy will be required at the shop floor. Customer delight: Series of customer complaints have been recorded on products defect, short counting, late delivery and products scarcity. Scarcity provides the advantage to competitors to fill the vacuum created by our ineffectiveness and poor operational management. Market growth: Market projection have shown a steady 10 % annually increase, which means that the total business will be tripled in the next 10 years (MBS, 2009). This forecast has proven to be realistic and achievable from the growth trend recorded in the past ten years. NCE document (2009) Total performance management system will enhance manufacturing and production performance, positioning us for the future opportunity. Excel in compliance: Factory’s existing quality, safety and environment system standards and guidelines are currently managed independently. As these systems are interrelated, they will be integrated into a single management system. This will allow a simplified process for compliance, auditing and improved focus on the specific compliance aspects. Government policies must be fully adhered to enjoy an enabling environment and imbibe best practices within the organisation. Creating Competitive advantage: Part of the main drivers of change is the presence of a strong competitor that is working hard to take over the market. In the modern world of advanced technology, trade secrets cannot be the only advantage that must be possessed. All competitive gaps that are created must be closed by ensuring availability of quality products to the market, delighting consumers at affordable price. Improved marketing strategy will be appropriate. CHAPTER 2 TASK 2 2. 00KEY ISSUES AND CHALLENGES This chapter is expected to identify and define major issues and challenges that have resulted to the generation of operational waste. The cause and effect analysis (Fishbone diagram) will be adopted to define the major problems, brainstorming will be achieved applying the affinity chart that will help categorise related issues and identify the major causes of the problem through Pareto. You read "Managing Change in Organisations" in category "Papers" Problem Definition: Operational wastes have been recorded in so many forms across all major departments. Waste is not anymore limited to tangible and physical objects, but has spread deeply into key aspects of daily operations. Failure to meet production target is a major waste, which can result to increasing production cost, products scarcity and quality issues hereby posing a huge risk to the system. Brainstorming What are the major causes of Operational waste that have been identified in the system? Collective ideas are highly needed at this stage of problem solving, where key players with common objective brainstorm and come up with pool of ideas or suggestion that could lead to the actual cause of operational waste. After a long brainstorming session and thorough investigation, the change management team have come up with list of possible causes of operational waste generated from log sheets across the departments. The group contains different member from different school of thought, which have resulted to the initial generation of a large list of possible causes of the challenge. The list was streamlined at random and major possible causes where picked and listed in the table below; System Failure| Lack of operational knowledge| Increased production cost| Customer compliant| Rework / Defects| Production targets failure| Weak quality management system| Lack LEAN mindset| Poor logistics management| Poor inventory management| Ageing equipments| Low production output performance| Raw material variation| Finished product late delivery| Poor production output| Manual operations| Poor maintenance management system| Less commitment Engagement| Defected products| Equipment Breakdowns| Safety issues| Poor communication| Poor mindset / Behaviour| Network disruption Failure| Figure 2. 0. 01 Random selection of major problems The Affinity diagram will help regroup and sort listed problems into related categories in the 6Ms format as illustrated below; People Machinery Ageing Equipment Low production output Poor operational knowledge Less commitment Low production perfo rmance Safety issues Poor production output Poor communication Poor mindset / Behaviour Manual operation Equipment breakdown Material Raw material variation Rework / Defect System Poor logistics management Production target failure Late delivery of finished products Checks / Control Poor maintenance management Network disruption Weak quality management Increased production cost Process System failure Lack of LEAN mindset Defected / Rejected products Customer complaint Poor inventory management Figure 2. 0. 02 Affinity chart for Operational waste Identify major causes: The problems illustrated in the affinity chart in figure 2. 1. 01, shows a list of possible causes of the problem, categorising them into key six major categories that could be the summary of the possible causes of the problem. The cause and effect diagram will provide a clearer picture and additional insight to further link the possible problems from respective sources showing the potential primary and secondary source of the problem, based on the findings of the change team. The major problems have been clearly identified and linked into various sources in a cause and effect diagram as shown in figure 2. 1. 02 below, it is imperative to analyse further the frequency of occurrence of these problems using Pareto. The referring log sheet shows the rate of recurrence of some problems more than the other and clearly defines the effect on daily operations. Figure 2. 0. 03 Cause and Effect diagram for operational waste Figure 2. 0. 4 Pareto chart for operational waste Referring to the Pareto chart above in figure 2. 1. 03, it shows clearly that â€Å"low production output† and â€Å"production target failure† have occurred more frequently than â€Å"low production performance† and others wit h same frequency of occurrence. The occurrence of most of the listed problems seem on the high side and needed to be treated as such, having recorded low incidence on problems like â€Å"manual operation†, â€Å"raw material variation† and â€Å"network disruption† which should not be underrated, has it is assumed that most of the major problems recorded could have triggered them as remnants. This invariably indicates that when the bigger problems are completely resolved, it takes care of the ones with low occurrence. The machinery category is the highest contributor of the operational waste, ranging from the machine condition to operations, but seconded by the people category that have in actual sense contributed the largest share of the problems that have made the system unhealthy. Checks, system and process category have their own share in terms of occurrence recorded, this makes it difficult to ignore any of the listed problems no matter how little, because it could develop to a complex and epidemic challenge that will take longer time to solve. Operational waste action plan Prepared by: Change management team. Summary: Operational waste has been generated across the 6 categories of challenges recorded in the organisation, translating clearly the areas that require swift response to change and improvement. The problem solving techniques adopted have identified the root cause of the operational waste and the major area that requires concentration. It is imperative to prepare an action plan to tackle the listed challenges. Solution: The main goal is to implement Total performance management TPM into all functions as the solution to operational waste. 2. 10ACTION PLAN Goals| Measures| Responsible| Target Date| To provide a unique maintenance strategy (Autonomous and planned maintenance). | Perform daily operational review at the shop floor, weekly operational review at the management level to track improvement and report achievements. Report weekly maintenance plan and execution. Measure line performance and efficiency against set target. | OperationsOperationsManagement| January, 2013January, 2013January, 2013| To lay more emphasis on personnel training and development. | Get training feedback from trainees. Subject trainees to knowledge checks and exercises. Track personnel improvement against line performance. Use performance evaluation to appraise personnel. | HR| January, 2013| To improve in quality management system. Provide in-line quality checks system. Record defects and investigate the root cause. Embark on monthly market visit. Record batch sampling quality. Communicate quality status monthly. | Quality assurance| January, 2013| To be safety conscious at all time| Commence SHE o bservation and report area weekly safety status. Perform random safety checks. Carryout monthly safety drill to check and re-communicate awareness. | Operation / Management| January, 2013| To introduce early management approach. | Provide detailed template on early management programming. Provide feedback from early management plan and communicate the achievement on implementation. Management| April, 2013| To implement LEAN thinking, system and mindset. | Outline system layout in LEAN concept and map out areas according to compliance. Track awareness level in all staff. Check LEAN mindset reflection in reporting and follow-up. Report cost saving from LEAN implementation. | Operation / Management. | July, 2013| To focus more on continuous improvement. | List areas of continuous improvement, outline changes and business advantage. Compare changes â€Å" before and after†Track improvement progress against global objectives. | Operation / Management. | November, 2013| Fig 2. 1. 0 1 Action plan for the implementation of TPM CHAPTER 3 TASK 3 3. 0 CHANGE IMPLEMENTATION Change implementation requires strategic and logical approach which can only be analysed using basic change management models that clearly describes the steps to effective implementation of change. The change implementation will be evaluated in more than one change management model to better outline the model that will be more effective to this particular change implementation. Kurt Lewin and John Kotter models of change management will be critically evaluated as the options for the implementation of TPM. The models will be compared to properly decide on the best option the managers can adopt during implementation. Kurt Lewin Model: Lewin (1951) Model gives simpler overview of change implementation, although it is assumed that conditions exist because of competing forces that are in equilibrium. To effect any change, the force must be adjusted. Cited by F. Ashton Blog (2010) Change or Transitional Refreeze Unfreeze Lewin model comes in 3 stages namely; unfreeze, change or transition and refreeze. The idea is focussed at the implementation of change in an organisation that is already accustomed to a particular mindset and ideology. Existing mindset, ideology, system, attitude and performance TPM fully integrated as a guide to excellent performance. Implementation of Total performance management Fig 3. 0. 1 Lewin Change model Kotter Model: Kotter’s (1996) 8 steps model of change is a top down approach that provides a wider range for change implementation. This change model is linear and it predicts the change processes in steps that identify core areas that should never be neglected if a change where to be effective. Fig 3. 0. 02 Kotter Change model Source: The Change Management Blog (2009) Model Comparison At the first stage of Lewin’s model of change, leadership comes up with the unfreeze strategy that will alter or disengage the existing system practices. It targets the root cause of the problem, by providing the best assumption using the force field analysis to factor out the pros and cons before considering implementation. Unfreezing is carried out at the leadership level, based on assumptions from the analysis. Unlike the first stage in Kotter’s model that clearly emphasise on the need to first establish a sense of urgency from top-down, by carrying along all members of staff from the inception of the change implementation, sharing with them the reason change is necessary at the time and also help to identify the protagonist and antagonist to the change. Although the force field analysis applied in unfreezing stage also consider the driving and refraining force for the change, but it is clearly based on assumptions. The Kotter’s model starts change communication from the first step of implementation, where preliminary information have been provided for all to brainstorm about, not streamlining it only to the leadership. The second step is aimed at constituting a powerful coalition that will form the formidable, experienced and result focussed change management team. Rather, in Lewin’s model change management team are selected are at earlier stage based on management’s decision. Creating a vision for change is the third step in Kotter’s model, where all the ideas, thoughts and brainstorming that have been collected by the change management team are streamlined and integrated into company’s objectives and vision. Perhaps no idea is foolish and the collective enquiry to solve major issues gives employee the sense of ownership and esponsibility towards achieving the collective goal. Lewin’s model distorts an existing system with the intention of introducing or improving a system. This idea and vision comes from the management, who have practically analysed the major problems based on their experiences and knowledge of the company’s objectives. The transition stage, which is Lewin’s second stage for change modelling provides the actual implementation of change. This stage is the roll out phase of change to all employees â€Å"official launching†. This stage seems to be the hardest as the existing ideology, mindset and processes are unfrozen either to extinguish or modify to a new system. The fear of the unknown and resistance may be recorded. That is why Kotter and Lewin emphasise more on communication at this stage. Communication becomes the tools for change campaign. At this stage continuous training and coaching is very key to acceptability and embrace. Kotter identifies communication as a day to day affair and ensuring that antagonist are converted and the supporters are maintained and developed to live the change. Lewin’s transition stage encompasses communication in all forms. Perhaps might take more time than anticipated to achieve the level of acceptance needed, it requires consistent coaching and training to get the buy-in of all employees. Kotter insist that after communication have been initiated, though it is a continuous process but will definitely meet some deadlocks, ranging from the unacceptability, fear of the unknown, structures that do not support the change and the vision. The fifth stage identifies the major deadlocks and provides the right approach to solving them. Lewin’s transitional stage give a lot of room for neglect of some major deadlock identification, hereby living some elements like virus behind, that could develop to catastrophe in the future or even hinder this change process. Lewin’s last stage is the refreezing stage, stability establishment is the main objective once the change has been effected and accepted as part and parcel of the system. The intention is to strengthen and reinforce the change implementation, allowing for full integration by all functions. The new change is freeze and continues to monitor progress of implementation, bearing in mind that change will be continuous and can never be permanent. Theoretically, Lewin target the adjustment of the force field to adequately buy-in employees to acceptance and embrace of the change. The change is integrated into the company’s structure and system and refreezes as the new outlook of the organisation. Part of the reason the Lewin’s model could take more time to be fully integrated is the lack of comprehensive practical application that influence acceptance. It is important to target a feedback mechanism that will encourage a swift change embrace. Kotter’s sixth step encourages the need to create a short-term wins that will motivate employees further. Employees deserve first hand information on the benefits recorded so far to elevate their confidence and also management to gain more support from all. The best way is to set milestones where employee’s achievements can be celebrated and recognised. Kotter believes in continuous improvement, that is his main model in the seventh step. Change cannot be cast on stone that will not require further improvement; it requires building upon to achieve maximum effectiveness. The short-term win has various advantages, part of it is the opportunity to see other areas that need improvements and explore other options to achieving set objectives. Lewin’s refreeze does not show the required detail to record areas of further improvement, because the mindset of the employee already fixed on the refreeze syndrome. Managers should consider the Kotter’s model as it also adopts the concept of refreezing, but in a different manner. He believes that when change is stick completely into the system, it should become parts and parcel of the organisation, like a revised constitution that have been adopted, but requires further improvements. It re-emphasises the need to continuously maintain the support of the management and all employees to avoid falling back to the initial problem. TASK 4 CHAPTER 4 4. 00 CHANGE SUCCESS To assess change management effectiveness, leadership needs to focus on measuring the progress of the change implemented to ensure they are moving on the right direction. To achieve this effective implementation, milestones and measure are required to effectively measure the progress and performance of the change. The performance measures are categorised in 7 stages namely: 1. Internal Performance Assessment. When change is assumed to be completely implemented, the organisation needs to be certain of these assumptions. The reason they involve an independent internal audit team to track change implementation progress, using the qualitative and quantitative monitoring approach in determining the level of compliance. Employee change appraisal survey is forwarded to all functions to get the right feedbacks. Individual functions will be audited and informed of areas that still require more attention, compliance and improvements. At this stage, the organisation is certain of the level of compliance and areas that requires more concentration before the pre-assessment and full assessment that will be carried out by external auditors. This usually takes about 3 months before pre-assessment. 2. Performance Assessment. It is important that a pre-assessment is done after the first nine month of change implementation to effectively measure the level of compliance and adherence to the new change. The outcome of each pre-assessment must define the status of the change as to â€Å"what the goals are â€Å", â€Å"where we are now† and â€Å"where we are going†. The pre-assessment must also measure individual progress using a five-level commitment scale to monitor the commitment level of employees during implementation and then choose specific strategies to help individuals progress through the five levels. Level 1: Awareness: Measure the level of awareness in all functions. Level 2: Acceptance: Measure level of acceptance. Level 3: Application: Measure skill level of employees. Level 4: Adoption: Measure level of adoption and reflection in employee’s daily activity. Level 5: Advocacy: Share and accept feedback amongst employees. The full assessment (gate opening) will be done six month after pre-assessment certification and correction of other identified areas of improvement and a yearly post-assessment will also be carried out. 3. Perform Customer Satisfaction Survey This is the next step of assessment performance provide a gauging mechanism to monitor customer satisfaction as a tool to benchmark with acclaimed internal operational success. Feedback is vital from the customers and are closely monitored, recorded and acted upon immediately. This is a continuous exercise. 4. Measure the Volume of Defects We cannot hide from the fact that perfection is nearly impossible, but we must put measures in place to track and check level of amount of rework or defected recorded compare difference with the previous system. System must be in place to ensure that defects are be recorded as they occur and subjected to root cause analysis to check if we still maintain residual problems and follow is the rectification. Key performance indicator KPI is to see reducing trend in the volume of defects generated over a period of time, showing the percentage of improvement. 5. Measure the Volume of Failed Changes When measuring success rate of changes being implemented, we must be able to define â€Å"what is† and â€Å"what is not† a successful change, and the criteria being used for each definition. SMART (specific, measurable, achievable, relevant and timely) criteria must be in place where changes are reviewed for success. The KPI is to see the level of compliance increasing, showing the percentage of improvement. 6. Measure the Services Performance Service performance is wide to measure in one piece, so functions shall have a different KPI to measure their performances which is then cascaded to the organisation. Internal and external auditors perform assessment exercise to check impact on indicators, compliance and adherence to the operational documents. 7. Calculate the Return on Investment The main purpose for the implementation of Total performance management is to delight our customers, create competitive advantage and enhance operational performance. The change implementation comes with cost and it must also beget remarkable financial benefits. We must measure and record the saving generated across all functions. Source: Mark, S (2008, pp 2-8) 4. 01 CONCLUSION To reduce operational waste to an acceptable state, the introduction of Total performance management is the solution. We have defined the major causes and the possible solution to be implemented. Solution comes with measures and deadlines, if achieved will provide the positive benefit that is targeted. The benefits from change implementation are targeted to continuously meet company’s objectives in delighting customer’s satisfaction, creating competitive advantage and compliance. The objective is to maximise profit at the best minimum cost. Measure, milestone and deadlines are in place, which are guided by the application of renowned change management models to ensure the right approach to introducing a new change conforms to the company’s culture and objectives. Effective application of the control and monitoring mechanism to track effective transition as illustrated in change measures have enabled the changes to be effective. We have tracked and recorded minor deficiencies which are a result at the acceptance stage of TPM have since been resolved. Positive feedbacks received from customers and remarkable records of decreased customer complaints, because of the new quality management check in-house that has guided quality production output. REFERENCES Woolnough, M. , 2009. Glossary for Nestle continuous excellence NCE document, Nigeria Pg 2 – 3 Ashton, F. , 2010. Lewin Model (K. Lewin, 1951). Available from: http://www. ashtonfourie. com Blog (Accessed 6 July 2012) Kotter, J. , 1996. Leading Change. Available from: http://www. mindtools. com (Accessed 6 July 2012) Mark, S. , 2008. Measuring success- Ideas on how to show that real benefits are being delivered, Fox IT, Pg 2 – 8 Holger, N. , 2009. Change Model 3: John Kotter’s 8 Steps of Leading Change. Available from: http://www. change-management-blog. com (Accessed 13 July 2012) Lewin Model. Available from: http://www. change-management-coach. com. (Accessed 6 July 2012) Nestle continuous excellence NCE Introduction VI. 6. Available from: http://www. intranet. nestle. com/NCE (Accessed 6 July 2012) How to cite Managing Change in Organisations, Papers

Ing Form or Infinitive free essay sample

Sometimes we need to decide whether to use a verb in its: * -ing form (doing, singing) or * infinitive form (to do, to sing). For example, only one of the following sentences is correct. Which one? * I dislike working late. ( ) * I dislike to work late. ( ) When to use the infinitive The infinitive form is used after certain verbs: forget*, remember*, help, learn, teach, train choose, expect, hope, need, offer, want, would like agree, encourage, pretend, promise allow, can/cant afford, decide, manage, mean, refuse * I forgot to close the window. * Mary needs to leave early. * Why are they encouraged to learn English? * We cant afford to take a long holiday. The infinitive form is always used after adjectives, for example: disappointed, glad, happy, pleased, relieved, sad, surprised * I was happy to help them. * She will be delighted to see you. This includes too + adjective: * The water was too cold to swim in. We will write a custom essay sample on Ing Form or Infinitive or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page * Is your coffee too hot to drink? The infinitive form is used after adjective + enough: * He was strong enough to lift it. * She is rich enough to buy two. When to use -ing The -ing form is used when the word is the subject of a sentence or clause: * Swimming is good exercise. * Doctors say that smoking is bad for you. The -ing form is used after a preposition: * I look forward to meeting you. * They left without saying Goodbye. The -ing form is used after certain verbs: avoid, dislike, enjoy, finish, give up, mind/not mind, practise * I dislike getting up early. Would you mind opening the window? Some verbs can be followed by the -ing form or the infinitive without a big change in meaning: begin, continue, hate, intend, like, love, prefer, propose, start. * It started to rain. * It started raining. * I like to play tennis. * I like playing tennis

Evolution Of Paradigm; Christianity And The Discovery Of The Individua

Evolution Of Paradigm; Christianity And The Discovery Of The Individual I cannot forgive Descartes. In all his philosophy he would have been quite willing to dispense with God. But he had to make Him give a fillip to set the world in motion; beyond this, he has no further need of God. ~ Blaise Pascal, Pens?es, number 77 Cosmology itself speaks to us of the origins of the universe and its makeup, not in order to provide us with a scientific treatise but in order to state the correct relationship of man with God and with the universe. Sacred Scripture wishes simply to declare that the world was created by God, and in order to teach this truth, it expresses itself in the terms of the cosmology in use at the time of the writer . . . other teaching about the origin of and makeup of the universe is alien to the intentions of the Bible, which does not wish to teach how heaven was made but how one goes to heaven. ~ Pope John Paul II, Address to the Pontifical Academy of Sciences on 3 October 1981. The discovery of the New World and especially the people inhabiting it was very dangerous to the Christian Church in the sense that it pointed out falsities in a paradigm to which people held great loyalty for its antiquital and divine authority. Humans are opposed to change, for at each moment in history, we like to think our paradigms for the universe and the heavens hold the absolute good and truth. It comes down to a question of pride. In order to change a paradigm, we have to admit that the previous paradigm was wrong; The longer it has been in place, the harder this is. Like a lie, the longer it is maintained the harder it is to tell the truth, for longevity requires investment of lie upon lie upon lie. When we have invested life after life, profit after profit, scholar after scholar in a paradigm, it holds great value. This is where the antiquities derive their authority, for they give us the paradigms in which we invest. And, this is why we are loyal to our paradigms, to the point of interference with advancementwhich ironically, in this case, means toward the absolute good and truth in our paradigms. Thus, for the same reason, we ought to question our antiquities; The more time and energy we invest the more we lose a nd the farther we get from the absolute truth and good. Yet there are absolute goods and truths in our paradigms; It is just that our paradigms are not the absolute truth and good. This concept is not unlike the King having two bodies, one being the office and the other being the individual. We have the human spirit and then we have the human incarnate. The absolute truth and good are in the human spirit, but no one human possesses the knowledge, perfection, or purity to capture the absolute. Our antiquitiesscholars and profitsare those who come closest to the absolute truth and good with the knowledge available at the time, to the best of their human imperfection and impurity. Therefor, we cannot blindly throw out our antiquities when their paradigms are humbled, for although not the absolute, there are absolute truths and goods to be maintained and built upon. We should extract, from our antiquities', elements of absolute good and truth for application in a new, more perfect and pure, paradigm. This is in part what we are doing when we cite texts, and this adds legitimacy to our works with the antiquities' authority derived from our loyalty to their paradigms. I suppose I should cite someone here. I agree with Descartes in that everything in the past is wrong, one will only find the truth in them selves. But, one does not throw out the past, we note changes not to be made again and maintain the truths and good. We know from Descartes that absolute truth is in the human spirit, and from Aristotle that humans are inherently good. Then if, all men do all their acts with a view to achieving something which is, in their view, a good, there will be some

Free Essays on Comparative Analysis Through “The Four Attitudes Of Romanticism”

Comparative Analysis Through â€Å"The Four Attitudes Of Romanticism† Arthur Lovejoy states, â€Å"The categories which it has become customary to use in distinguishing and classifying ‘movements’ in literature or philosophy and in describing the nature of the significant transitions which have taken place in taste and in opinion, are far too rough, crude, undiscriminating- and none of them so hopelessly as the category â€Å"Romantic†(History Guide). Morse Peckham breaks the Romantic era down into â€Å"The Four stages of Romanticism.† The word â€Å"stages† pertains to the attitudes, beliefs, and values of this era, rather than a chronological time of occurrence. The four attitudes are Analogism, Transcendentalism, Objectism, and Stylism (Dr.Griffin). By using â€Å"The Four Attitudes of Romanticism† a comparative analysis of â€Å"The Sorrows of Young Werther,† by Goethe and â€Å"Frankenstein,† by Mary Shelley can be seen. Even though all four attitudes are represented in both novels, there ar e instances where one attitude is presented more clearly in one novel over the other. According to Morse Peckham, Analogism â€Å"was the use of the natural world†¦as a screen against which to project that sense of value which is also the sense of self†(qtd. Griffin). In short Analogism is an analogy between nature and self, it offered a ground for value, but not for action (Griffin). Analogism is having such a great value for nature that it becomes one with the person. The person becomes a representative of nature, and nature becomes a representative of that person. This stage is most clearly depicted in Werther. Werther felt that â€Å"the mind is formed by whatever the senses feed upon,† that man is â€Å"desirous of cultivating correct ideas and offering the widest scope for goodness that is innate within him will constantly refresh and purify himself with natural beauty†(Road to Romanticism). Werther expresses â€Å"exaltation of emotion over rea... Free Essays on Comparative Analysis Through â€Å"The Four Attitudes Of Romanticism† Free Essays on Comparative Analysis Through â€Å"The Four Attitudes Of Romanticism† Comparative Analysis Through â€Å"The Four Attitudes Of Romanticism† Arthur Lovejoy states, â€Å"The categories which it has become customary to use in distinguishing and classifying ‘movements’ in literature or philosophy and in describing the nature of the significant transitions which have taken place in taste and in opinion, are far too rough, crude, undiscriminating- and none of them so hopelessly as the category â€Å"Romantic†(History Guide). Morse Peckham breaks the Romantic era down into â€Å"The Four stages of Romanticism.† The word â€Å"stages† pertains to the attitudes, beliefs, and values of this era, rather than a chronological time of occurrence. The four attitudes are Analogism, Transcendentalism, Objectism, and Stylism (Dr.Griffin). By using â€Å"The Four Attitudes of Romanticism† a comparative analysis of â€Å"The Sorrows of Young Werther,† by Goethe and â€Å"Frankenstein,† by Mary Shelley can be seen. Even though all four attitudes are represented in both novels, there ar e instances where one attitude is presented more clearly in one novel over the other. According to Morse Peckham, Analogism â€Å"was the use of the natural world†¦as a screen against which to project that sense of value which is also the sense of self†(qtd. Griffin). In short Analogism is an analogy between nature and self, it offered a ground for value, but not for action (Griffin). Analogism is having such a great value for nature that it becomes one with the person. The person becomes a representative of nature, and nature becomes a representative of that person. This stage is most clearly depicted in Werther. Werther felt that â€Å"the mind is formed by whatever the senses feed upon,† that man is â€Å"desirous of cultivating correct ideas and offering the widest scope for goodness that is innate within him will constantly refresh and purify himself with natural beauty†(Road to Romanticism). Werther expresses â€Å"exaltation of emotion over rea...

Case Analysis Euro Disney Essay Example | Topics and Well Written Essays - 3250 words

Case Analysis Euro Disney - Essay Example on to the Hofstede’s cultural dimensions, the key points of cultural differences between USA and France include the Power Distance Index (PDI, Individualism or collectivism, long-term orientation, uncertainty avoidance index and masculinity (Geert Hofstede Cultural Dimensions, 2009). According to Miron (2009), the United States has a lower average PDI score than France. America was normally focused on accumulating more power to gain more global influence while France concentrated on increasing flexibility. The French rejected the American managers to preside over Euro Disneyland with the idea that the French managers have the necessary capability and skills necessary for managing the company. The American managers in Euro Disneyland had become unpopular among the community and French workers because most of them did not make the necessary effort required to learn the local language as well as understanding and embracing the local culture. Individualism defines the way people value themselves as well as their close relatives. Miron (2009) posits that the rate of individualism is higher in America than in France. Most of the American employees have a tendency of looking after themselves or their immediate family members. The French culture is more collective compared to that of the Americans. The collective culture emphasises on what is best for the group. This is an element of communism that is applied in management and for which most American managers lacked while handling the French employees. For instance, the American managers suggested, â€Å"...men’s hair to be cut above the collar and ears with no beards or moustaches.† (Krishna; 251) This typical appearance and dress code was practised by the American family values. The individuality of the French culture was portrayed by the demonstrations and protests that resulted from the change in the rule. These were meant to preserve the French law,  "...prohibits employers from restricting individual and

Poverty Essay Example | Topics and Well Written Essays - 750 words - 10

Poverty - Essay Example However, this definition lacks distinction because it does not include time and space. Living conditions that were considered normal twenty or thirty years ago might be defined as poor or belonging to poverty nowadays. In addition, a person considered poor in the United States or any other developed nation can belong to middle-class in a less developed nation. For these reasons, poverty needs to be redefined. Features like skin color, race and age can be characteristics of poverty in some countries. In addition, many governments and international institutions define poverty by classifying it in two forms, absolute and relative poverty. These differences and conditions increase the complexity of defining poverty. The current definition of poverty is superficial; all of the factors mentioned above have to be kept in mind to formulate a broader definition. Poverty is the state of one who lacks a usual or socially acceptable amount of money or material possessions in a certain point in t ime, and space, race, and age play roles in defining it. Traditionally, a person is considered poor if they have less than a certain amount of dollars to spend on a daily basis. Later, this classification was given the name poverty line. Taylor explains that The World Bank determines the poverty line based on a person having only $1 to $2 to spend on necessities each day (Taylor 200). Individuals living anywhere close to or under this line are trapped in a life of destitute and neediness. In the United States, a country with millions of poor individuals, the poverty line is calculated differently. It is based on the amount of money needed to buy basic nutrition to survive. Silverstein clarifies, â€Å"The poverty threshold is based on a minimum adequate diet, the USDAs Thrifty Food Plan. In 2004, a family of four with two preschool children would have been allotted $13.93 per day to meet its nutrition needs. That same year the poverty

Experimental economics summary paper Essay Example | Topics and Well Written Essays - 500 words

Experimental economics summary paper - Essay Example Thus, the article pointed out the basic role of human behavior in the ongoing economic trend in the world. The Ultimatum Game is not just a simple game but it has substantial implications in the real world. Main Findings The first main finding presented in the article is about how people may decide rationally or irrationally in a bargaining situation. In either way, the main point is that people understand the concept of having much more is a better option than having less or none in the context of decision-making process situation. Even though an individual understands that having more than enough is better than having less, still the concept of fairness is very significant in the article. Applying this in the actual setting, consumers may be unwilling to participate in exchange when the other party gets a large portion of the surplus (Thaler 203). The Ultimatum Game is a perfect replica of what is happening in the actual setting. People tend to adhere to the concept of fairness bec ause everyone seems wanting to get much more, but in reality this cannot happen most of the time. This resulted to meeting somewhere at the midway where the concept of fairness prevails.

Sustainable Tourism: Cancun And Mexico

Sustainable Tourism: Cancun And Mexico Sustainable tourism is now recognized when tourism is well planned, developed and managed in a controlled, integrated and sustainable manner. With this approach, tourism can generate substantial economic benefits to an area/region, without creating any serious environmental or social problems. Tourisms resources will be conserved for continuous use in the future. Therefore this report covers the issues, approaches, techniques and principles for tourism planning at the national and regional level of planning and management of tourism at the national level because Cancun development both involved the national and regional planning. Cancun is one of the most important tourist destinations in Mexico. From being a fishing village 30 years ago, today it a well visited resort. Cancun is located at Yucatan peninsula, in the state of Quintana Roo, Mexico. Cancun is connected by bridges to the mainland and has a 20km Hotel Zone which is about 200m wide with shores on the Caribbean Sea, and also enclose is large lagoon. There are over 150 hotels and resorts in Cancun with more than 24,000 rooms and 380 restaurants and most of it all welcome families. Four million visitors arrive each year in an average of 190 flights daily.[citation needed] The Hotel Zone of Cancun is shaped like a 7 with bridges on each end connecting to the mainland Beside Cancun, is the Mayan Riviera and check out Playa del Carmen, Xcaret and Xel-Ha. The ancient Mayan ports which is now been converted into modern-day paradises. Also nearby is Tulum, a fascinating archaeological zone by the sea. It was the only walled city built by the Mayans. Source: http://www.visitmexico.com/cancun The Development Plan and Policy Mexico national tourism plan was to expand the international tourism industry which by 1960 the government approved the project to promote the international tourism industry to the less unknown region and local rural areas. The Mexican government choose 5 new resorts for development because the main tourist attraction then was just the natural environment and main historic sites. This bought about the creation of Cancun which was part of Mexicos long-term national development strategy Cancun actually plan was first developed in the 1967 by the government under the Mexico National Tourism Plan but development did not start until 1970 when FONATUR, the Mexican Federal Governments agency in charge of fomenting national came in place The initial Tourism policy was articulated around the interrelated sets of objectives Open up a road from Puerto Juarez to the island, Design a Master Development Plan and Build a provisional air strip The Master Plan came about three items To build tourism zone where there will be no residential area surrounding it, like a tourism passage with hotels, shopping centres and golf courses installed To build a residential zone for the permanent residents Building an international airport atone side on the mainland south of the island The tourism zone plan development which was divided into three phases. The first comprised the area from Bahia de Mujeres to Punta Cancun and the coast up to the inner limit of Bojorquez Lagoon; the second phase ran from Bojorquez Lagoon to Punta Nizuc, and the third from Punta Nizuc south, to the limits of the territorial reserve. There are four distinct phases in Cancuns development, characterized by times of growth and crisis: From 1969 to 1975; From 1976 to 1983; From 1984 to 1989; From 1990 to 2007 At some time during these periods of growth, seemingly insurmountable problems darkened expectations for the area- a lack of regular flights, the 1982 devaluation, natural disasters, the collapse of North American tourism due to the terrorist attacks of September 11 and, more recently the hurricane Wilma back in October 2005. Nevertheless, the city has demonstrated its ability to bounce back on each occasion. By 1976, Cancun was firmly established as a tourism destination: 18,000 inhabitants, stable migratory patterns, more than 5,000 jobs, 1,500 hotel rooms and 100,000 visitors in the winter 76-77 season. The sudden spurt of growth prior to 1982 caused an ecological imbalance in the lagoon system, requiring corrective measures. From 1983 to 1988, Cancun registered explosive growth with more than 12,000 hotel rooms and another 11,000 projected or under construction and more than 200,000 inhabitants. From 1989 to date, Cancun has been the nations most dynamic city. It contributes a large percentage of Mexicos tourism-related revenue and accounts for much of Quintana Roo gross domestic product. There are currently more than 500,000 inhabitants in the urban area. Cancun has become the countrys largest tourism resort and is the most prosperous city in the Yucatà ¡n Peninsula. It is also the Caribbeans premier destination, surpassing even the Bahamas, Dominican Republic, Jamaica and Puerto Rico. Strategic for Managing resorts Tourism as extensively damage the lagoon, the sand dunes as to the extinction of species of animal and fish and also the rain forest which surround s the island as been destroyed. Until recently after 20 year the Mexico government decided to limit project along the coast to prevent further damage to the island. Environmental problem: Deforestation. This is caused by the over construction of hotels, restaurant and other tourism catering facilities and it also causes wildlife destruction and further environmental damages Impact and effect: medium and regulation Type of measure: regulatory standard. No regulatory body or law for controlling tourism development To achieve the management and control of Cancun some sustainable indicator have to be consider Carrying Capacity Cancuns carrying capacity has been exceeded to a point where the benefits of tourism are beginning to significantly diminish. Therefore the government established a carry capacity standard. The carrying capacity of Cancun can be defined as the threshold of tourist activity beyond which facilities are saturated (physical capacity), the environment is degraded (environmental capacity), or visitor enjoyment is diminished (perceptual or psychological capacity). Among these three capacities the latter two are the most relevant to Cancuns current situation. Regulatory improvement In Cancun, the government of Mexico established local and regional zoning laws that restrict development and bans development in conservation zones of the Cancun-Tulum corridor, locate in the states of Yucatan and Quintana Roo Land use Formally, development is guided by a master plan affecting land use and building patterns. The plan limits the number of floors of hotels, guarantees public access to beaches, and preserves the five mile zone separating the tourist zone from the City of Cancun in the mainland Actions Taken for Competitiveness Product development action: how to make attractions better Market development Re-launch of Cancun Quality assessment Managing and Co-ordinating actions The Competitiveness Program of Cancun as been considers into 5 important components: Product Development: Physical Recovery of the Tourism Product is based on rescue and rehabilitation projects, such as the rescue of beaches, ecological rescue and lagoon maintenance, restoring and the rehabilitation of the central zone of Cancun city, reforestation and signage, remodelling of the Convention Centre, and other important modernization and rehabilitation programs Re-Launch of Cancun: Have as its purpose a qualitative transformation of the citys image and the adding of new values. In this section, projects are being developed, such as Puerto Cancun as a large international yachting attraction, a multimodal transport terminal in order to define a new policy in municipal public transport, a sub-aquatic museum and artificial reefs, a project to construct a race car dome, and enlarging the Cancun airport. Quality Assessment: Raise Service and Quality Levels: through the recognition of the workforces efforts, collaboration among different tourism business sectors and the facilitation and systematic improvement surveillance of visitor experience. This includes specific actions such as the Mexican Caribbean Quality Tourism Norms, tourist safety, facilitation of immigration and customs systems in the airport, utilizing protected areas, and a centre of business linkage. Market Development: New Marketing for Cancun will attend to the problems of Cancuns image, and includes actions such as new promotional and marketing campaigns, which revalue the destinations attractiveness, as well as the development of new tourist products, principally other than the sun and sea niche. Managing and Co-ordinating actions: Long-Term Planning for the State of Quintana Roo in the Year 2025: considers that in the next few decades, tourism as economic development will consolidate around the tail end of the state. Conclusion From 1989 to date, Cancun has been the nations most dynamic city. It contributes a large percentage of Mexicos tourism-related revenue and accounts for much of Quintana Roo gross domestic product. There are currently more than 500,000 inhabitants in the urban area. Cancun has become the countrys largest tourism resort and is the most prosperous city in the Yucatà ¡n Peninsula. It is also the Caribbeans premier destination, surpassing even the Bahamas, Dominican Republic, Jamaica and Puerto Rico. Mexicos National Trust Fund for Tourism Development

Incest in Jane Smileys A Thousand Acres :: Smiley Thousand Acres Essays

Incest in A Thousand Acres Incest in A Thousand Acres invades all the other items: it is there, and is crucial for everything that happens, but it is hidden beneath the surface of appearances. Tim Keppel has pointed out not only that "Smiley's major departure [...] is her decision to tell the story from the viewpoint of Ginny and explore the inner lives of the so-called 'evil' sisters" (Keppel, p.105), but that "Smiley makes her most dramatic re-vision of Shakespeare" (Keppel, p.109) in the storm scene. This has traditionally been the scene when the audience form a bond of sympathy with King Lear because of his pathetic insanity, while in A Thousand Acres, the focus of the narrative stays with the sisters and gives us a strong reason to form a bond of sympathy with them instead: Rose tells Ginny about the incest they both underwent, but that Ginny has suppressed from memory. Rose inhaled, held her breath. Then she said, "He was having sex with you. [...] After he stopped going in to you, he started coming in to me, and those are the things he said to me, an that's what we did. We had sex in my bed." (189-190) That Larry has complete control of the lives of Rose and Ginny is already evident, and now we understand more of why. It is not only a matter of sexual abuse, but of asserting a perverted form of power. This is one of the links formed within the framework of the novel between women and nature: They are objects of property. "You were as much his as I was", Rose says. "There was no reason for him to assert his possession of me more than his possession of you. We were just his, to do with as he pleased, like the pond or the houses or the hogs or the crops." (191). All of this is subject to the power inscribed in Larry and the system he embodies. This connection is given a more general relevance in the overall political project of the novel, transcending the workings of one malfunctional family. First, because Larry follows a long line of patriarchal power structures: "You see this grand history, but I see blows.[...] Do I think Daddy came up with beating and fucking us on his own?[...] No. I think he had lessons, and those were part of the package, along with the land and the lust to run things exactly the way he wanted to.

Problems & Prospects of Women Entrpreneurship

EXECUTIVE SUMMARY In Bangladesh, a large number of women work in the informal sector, but the real value of their participation and contribution is not recognized in the society. Differences and inequalities between women and men exist in terms of opportunities, rights, and benefits. There are various constraints in the way to the up-gradation of their skills and enhancement of their productivity. These include poor access to market, information, technology and finance, poor linkages and networks with support services and an unfavorable policy and regulatory environment.However, it is heartening to note that despite many barriers, a new women’s entrepreneur class in the Small and Medium sector has developed in the country taking on the challenge to work in a male dominated, competitive and complex economic and business environment. It has been found that at present women entrepreneurs constitute less than 10% of the total business entrepreneurs in Bangladesh whereas women in a dvanced market economies own more than 25% of all businesses.Inspire of these, in Bangladesh, not only have the women’s entrepreneurship improved their living conditions and earned more respect in the family and the society, but they have also contributed to business and export growth, supplies, employment generation, productivity and skill development . our study includes introductory part that contain introduction about women entrepreneur , scope of women entrepreneurs, objective of our study, methodology, limitation of report that we found to prepare our report on problem and prospectus of women entrepreneur in Bangladesh.In second part, we explain literature review that contain problem and prospectus of women entrepreneurship in Bangladesh. To explain these problem and prospectus of women entrepreneurship. We also explain scope, source, characteristics, growth, profile of some successful entrepreneur, their barriers and the way to overcome the barriers and future scope of women entrepreneur in Bangladesh. In third part, we explain our findings from surveying some women entrepreneurs around us. Here we express our findings by some descriptory relevant points.Concluding some of our findings, recommendation in our respects and I tried to set a figure that I've found in this study of problems and prospects of women entrepreneurship in Bangladesh. There adding some recommendation to the study. I finish my summary. INTRODUCTORY PART OF STUDY INTRODUCTION: Bangladesh is still a poor country, but she is rich in human resource. In Bangladesh women constitute slightly less than half the population. The majority of them are underprivileged, under nourished, illiterate and poor. There are not enough employment opportunities for women.Therefore, economic activities, through self-employment have become essential for potential working women. As a matter of fact, women entrepreneurship or â€Å"women in business† is a very recent phenomenon in Bangladesh. Al though women are taking to entrepreneurship in many challenging fields, their activities in Bangladesh are not that extensive. In spite of fewer opportunities, many women have succeeded in business, but they are still very small in number. But it is true that they are overcoming their obstacles and build a strong contribution in our national economy. Objective of the studyThe overall objective of the study is to identify the problems and prosperity of women entrepreneurship in Bangladesh. The objective of our study is described in below: a) To identify the present status of women entrepreneurs in different sectors and the role of women entrepreneurs in the national economy, b) To determine the women entrepreneurs profile, their success indicators with reference to a particular sector c) To examine and assess the socio-cultural/educational and legal barriers to women's entry into enterprise, as well as performance and growth in entrepreneurship ) To examine the issues need to address to increase access to economic opportunities and formal inputs which promote entrepreneurship development. e) To review the current policies towards gender equality and identify gaps; f) To examine how women’s business associations can strengthen women’s position in business and international trade promotions; g) To indicate areas in need of further research with understanding of economic contributions by female enterprise owners; h) To provide strategic directions on how to promote and strengthen potentiality of women entrepreneurs in Bangladesh.Scope of the study The scope of the present study covers women entrepreneurs of 34 districts of Bangladesh, irrespective of their ownership pattern and type of enterprises. The study also makes an attempt to project a broad view of the status of the existing women entrepreneurs in Bangladesh. Some important factors such as personal, social, psychological and economic-factors have been examined in order to understand whether t hese facilitate or constrain women to emerge as successful entrepreneurs.The study also throws light on women entrepreneurs’ strength and weakness that have impact on entrepreneurship on the socio-economic status of both urban and rural women and their living conditions. Methodology Selection of Study Area: He sample data is collected randomly from different parts of Bangladesh. Sampling Design: Random sampling procedure was followed to select the sample. the number of total sample is 10. Sample was taken from Dhaka and Chittagong City. The Questionnaire: A set of questionnaire was prepared to conduct the field survey.The questionnaire contain some relevant question about women entrepreneurship and their problem and prospectous in this field. Method of Data Collection: Our method of data collection are based on: * Primary Data * Secondary Data * Questionnaire Survey * Questionnaire Interview * Website Limitations of the study Since the study is based on problems and prospectu s of women who engaged in Bangladesh, it has some obvious limitations. These are as follows: * 1 . Data collection through primary source or through interview was a time consuming matter. The respondents sometimes were found non-cooperative with the interviewers. 2 Present study covered women problems and prospectus in entrepreneurship sector. Large scale business had been kept outside the purview of the present study. * 3. Gathering information from some of the women entrepreneurs was sometimes very difficult and extremely time-consuming. They did not give enough time to the interviewers. * 4. Further, it was also found that women entrepreneurs have a tendency to disclose lower income and higher expenses. They think that this would help them to get more credit. This is considered to be a limitation to the research study. * 5.Contacting women entrepreneurs to gather information was a very difficult task. * 6. The study was conducted among women entrepreneurs all around Bangladesh wh ere all the Upazillas were not covered and as such this may not reflect the total picture of Bangladesh relating to women entrepreneurs. * 7. In view of time and resource constraints, conducting a comprehensive study in full depth and width has not been possible. Literature review A. Concept of women entrepreneurship Women Entrepreneurs may be defined as the women or a group of women who initiate, organize and operate a business enterprise.Government of India has defined women entrepreneurs as an enterprise owned and controlled by a women having a minimum financial interest of 51% of the capital and giving at least 51% of employment generated in the enterprise to women. Like a male entrepreneurs a women entrepreneur has many functions. They should explore the prospects of starting new enterprise; undertake risks, introduction of new innovations, coordination administration and control of business and providing effective leadership in all aspects of business. It is noticeable that en trepreneurship development and empowerment are complementary to each other.Women empowerment depends on taking part in various development activities. In other words, the involvement of women in various entrepreneurial activities has empowered then in social, economic and cultural fields. The power of an access to taking decisions has increased for women in Bangladesh, within as well as outside the family. Yet, women entrepreneurship development varies across rural and urban areas B. Growth of women entrepreneurship in Bangladesh: Ten years ago, a majority of the women workers in Bangladesh worked in the informal sector.They were mostly unpaid and did not contribute directly to formal economic activities. However, the demographic structure of the labour participation in Bangladesh is witnessing a remarkable change. An increasing number of women are working in the formal sector as entrepreneurs and paid workers, a situation that was not seen in the past. This gradual transformation o f women’s participation from the informal to the formal sectors has resulted in an upward mobility in the social and economic status of women, especially that of poor women in the country.In order to gain an understanding of the current situation, it becomes important to trace the factors that are contributing towards a progressive transformation in the status of women in the country. Since the early 1990s, the growth of manufacturing industries provided women an opportunity to enter the formal labour market. A large number of rural women migrated to cities at a very young age, thereby reducing women labour in agriculture in rural areas. A new generation of women workers emerged in the country that was financially independent and lived alone in urban areas without male supervision.Moreover, expansion of credit facilities gave women access to funds. Initially, women had access to less than one percent of the credit in the formal banking sector in Bangladesh. However, with the advent of the micro finance sector, many women had the opportunity to actively participate in income generating activities. Women, who mostly participated in non-farm activities and homestead farming, engaged in small-scale production, especially in rural areas. On an average, women earn 40% less than men in Bangladesh and have limited ownership over assets.Although there is a persistent problem of under-remuneration of women employed in formal sector activities, the potential of women’s economic contribution is slowing gaining recognition. Along with the expansion of the manufacturing sector and credit facilities, the growth of the Non-Governmental Organisations (NGOs) has had a positive impact on women’s empowerment. A good number of NGOs engaged women not just in implementing development projects but also in the planning and designing stages. Women were actively involved in all stakeholder consultations. As a esult, women’s role and participation in health an d community development activities has been steadily increasing at the local level. At the same time, active participation in development projects has raised women’s awareness on their legal rights and benefits, which is also contributing towards their empowerment. In 2009, women’s labour force participation rate stood at 31. 5%, an increase of around 2% since 2005. During this period, although the participation of women in the labour force has increased by roughly 1 million as compared to 3 million of men, there is definitely a progressive change taking place.The changing role and status of women in Bangladesh today is characterized by increased opportunities. A research study conducted by the Bangladesh Women Chamber of Commerce and Industry reveals that women entrepreneurs are more likely to hire other women. In addition to creating jobs opportunities for women, such a trend will result in an overall increase in the progress of women in the country. Greater particip ation of women in remunerative work will not only improve their living conditions but also improve their bargaining positions.Employed women will have better access to mainstream banking services which will help them to save and invest their income in tangible assets. Furthermore, formal sector employment opportunities for young women could reduce early marriages. Roughly 33% of women aged 15-49 in Bangladesh get married before the age of 15. Participation of young women in formal employment will not only prevent early marriages but also reduce fertility rates and health-related problems caused by early marriage.Looking ahead, while access to labour markets is rising for women, capacity building services for women workers such as comprehensive training programs need to be developed alongside in the country. One of the important challenges faced by most women entrepreneurs is lack of access to market information. Therefore, supportive infrastructure such as information centres must b e established to disseminate information on potential buyers, available technology and finance, which will make their business sustainable and profitable.Addressing such key challenges presents a strong prognosis for women’s employment in the long run, which will in turn result in greater empowerment of women and gradually eliminate social barriers in the country. C. Main scope: Scope of women enterprise covers a wide range of activities. The activities which are found particularly amenable to and can be successfully. The scope of women enterprise are represented: Figure: Scope of Women Entrepreneurship in Bangladesh D. Capital Structure: Capital is most important part to start up business.Women take initiative to start their business if she is financially strong or if she get financial support. We can define the capital structure of women in two way- 1. Long Term Sources 2. Short Term Sources 1. Long Term Sources: These are the loans taken for a fairly long duration of time ranging from 5 to 10 years or more. Long term loans are raised to meet the financial requirement of enterprise for acquiring the fixed asset including land,building,plant and machinery etc. Figure: Sources of Long Term Capital 2. Short Term Sources:Short term capital is obtained for aperiod upto 1 year. These are required to meet the day to day business requirement. In other words,short term capital is obtained to meet the working capital requirement of the enterprise- Figure: Sources of Short term capital E. PROFILE OF SOME SUCCESSFUL ENTREPRENEUR The assignment also includes conducting of 30 case studies of women entrepreneurs in Bangladesh. The entrepreneurs were selected for the purpose at random. However, the accessibility of the entrepreneurs in terms of their time and convenience was also a factor in the selection.The studies are presented in the following pages. The case studies mirror some important aspects of women entrepreneurship in Bangladesh. PROFILE 01: BRIDAL WEAR AN D FASHION DESIGN: DALSANEA Dalsanea, an exclusive fashion house is a popular brand name to Bangladeshi fashion loving people. The enterprise represents the beauty, women power and sprit of our time. Inspired by the theme, the enterprise was established in 1989 in Chittagong by Afsana Ahmed Shoma, the Chief Executive. Shoma is a truly self motivated business woman. Although she is an M.Com (Finance), had a great interest in women fashion from her teenage life with a dream to be a fashion designer which inspired her for establishing the enterprise. She learns from new fashions that came to her notice. Today, she is specialized in wedding outfit design. Now Shoma is using a rented house in Dhaka as her work place and residence. She employs over 60 men and women to design and manufacturing wedding and party collection and soft evening dresses. She also uses contract workers for minor initial works. She is looking forward to establishing a separate workshop for her business, if financial support from banks is available.The demand for her products is quite high and she has no marketing problem. Her products go mostly in big cities such as Dhaka and Chittagong. Most of the time, she receives advanced orders from the showroom owners of the big cities. She has participated in a number of national and international trade fairs and received recognition for her customized fashion brand. Investment: Originally, she invested about Tk. 1. 5 lakh in her business mostly from her own savings and borrowings from the close family members and about Tk. lakh from a private Bank and repaid. Recently, she applied for a loan of Tk. 10 lakh to MIDAS financing limited and the application is under process. Today the total investment in her business amounts to about Tk. 40 lakh. Income /Expenditure: Her average turnover per month is over Tk. 60 lakh with an operating cost of Tk 35 lakh. Social and environmental factors: The social factors that generally hinders Bangladeshi women in taking up business as a profession does not affect her much although her family members could not take her decision positively.However, she has overcome these problems with perseverance and determination. Environmental problems don’t affect her much since the by products from her operation are mainly dry and degradable materials that are disposed by the Municipal waste collector. She is a member of several professional bodies and a familiar person in business and social life.. Future Prospects: The Dalsanea has good prospect for further development. At present, it is growing at the rate of about 25% per year. It has a plan to export mainly in the South Asian region. PROFILE 02: LEATHER AND JUTE GOODS: KARIGARKARIGAR, a leather and jute goods producing enterprise is a pride and inspiration of young entrepreneurs in Bangladesh. The enterprise was established in 2005 by a young graduate in Leather Product Technology, Tania Wahab and her friend. Tania is a self motivated business woman at a time when a large number of young professionals look for job after graduation instead of becoming entrepreneur. Bangladesh is an exporting country of lathe products and jute goods. Animal skin and hide are available in Bangladesh and the climate made the country as the producer of best quality jute in the World.After graduation, Tania spends no time to take the advantage of raw materials availability in the country and the skill she acquired from the Bangladesh College of Leather Technology to fulfil her dream to be a business women. She is a self motivated, energetic and heard working woman with keen interest to learn. Although Tania is specialized on leather products but she is learning business management by doing. KARIGAR has two factories and a showroom in Dhaka- the second showroom is on the way. It has over 50 products such as Leather goods (jacket, wallet, belt jewellery box, slipper etc. , Jute goods (bags, cushion cover, table matt, table runner etc. ) and promotiona l items. The company employs 35 people of whom 95% are women to run the factory and the showroom. The enterprise also uses contract workers during the peak season. Tania is looking forward to establish an international standard factory in course of time. She markets her products by selling from her showroom and supplying to different client’s office on order. She has participated in national and international trade fairs with her products and gain respects. Investment: Initially, she and her friend have invested about Tk. 0. lakh in the business mostly borrowing from the close family members. Today they have accumulated about Tk. 15 lakh as operating capital. This year they borrowed Tk. 5 lakh from a private Bank. Social and environmental factors: The social factor affected her very much, initially. Fellow business men at the hub of Leather business in Dhaka could not believe that she will survive with the business because she is a woman. Gradually she has overcome these prob lems with enthusiasm and determination and become a member of their association, which makes her presence acceptable to the member of the association.Environmental problems, especially disposal of waste materials affect her and she is trying to dispose the waste, scientifically. She is a member of several professional bodies. She is a resource person in different training programs. In 2006, Tania received National Best WomenEntrepreneur Award from SME Foundation, Bangladesh and listed as a raising business woman of Bangladesh by the International Trade centre, Geneva. Income /Expenditure: Her average turnover per month is over Tk. 10. 0 lakh with an operating cost of Tk 8. 0 lakh. At present the enterprise is growing at a rate of about 60% per yearFuture Prospects: KARIGAR’s products have good prospect for marketing both at home and abroad. The enterprise exported about Tk. 18. 5 lakh worth of leather, jute and leather-jute mix products to UK and Australia in 2007-8 through a buying house. To increase the export, the enterprise must have international standard environmental friendly workshop for which Tania has a plan to setup. However, she needs promotional support from SME Foundation and long term loan from banks. PROFILE 03: HEALTH FOOD: EYA DON ENTERPRISE EYA DON, an exclusive health food supplier is a popular fast food in Dhaka.The enterprise represents the quality; test andnutritious food for all. Khalida Ahmed, the director, is a children story writer, wanted to do something for the children. She is a very good cook of specialized Indian food from her family life and develops her brand with special sugar content food which is good for children test and growth. Khalida raised her three children and learned the requirement Of nutritious and healthy food for children. She is now an expert of testy food especially for children. With the help of husband and other family members, she established the enterprise in 2000 at Mohammedpur, Dhaka.Khalida is a truly motivated social worker and business woman. She makes ready polau in 10 minutes, prepares Makhna, a special nutritious food for children, mixed acher (pickles), frozen kabob and many other food items. Eya Don’s food items received Bangladesh Standard and Testing Institute (BSTI) approval for marketing by fulfilling quality, nutrition and hygienic requirements. Khalida is using a rented house in Dhaka as her work place and residence. She employs seven men and women to prepare and market food items. She also uses contract workers for minor initial works.She is looking forward to establishing a separate kitchen for her business, if financial support is available. She supplies foods to schools, Government and non-government offices on a contract basis. She also markets her products through super stores such as Agora, Nandan, Destiny, Prince Bazar etc. in Dhaka. She also made push sell, participated food fairs in Bangladesh. In 2004 she has exported a ton of frozen food to UK but could not continue due to lack of sufficient fund to build a bigger factory. Investment: Originally, she invested about Tk. 1. lakh in her business mostly from her and husband’s saving. She has now accumulated about Tk. 20. 0 lakh as operating capital. Recently, she applied for a loan of Tk. 8. 0 lakh to MIDAS financing limited and the application is under process. Income /Expenditure: Her average turnover per month is over Tk. 1. 5 lakh with an operating cost of Tk 1. 2 lakh. Social and environmental factors: The social factors do not affect her much rather her husband and family members helped to establish the enterprise to keep her busy when children grown up. Environmental problems don’t affect her.She is a member of several professional bodies and a familiar person in business and social life. Future Prospects: The EYA DON Enterprise is growing at the rate of about 16% per year with good prospect for further growth. It has a plan to establish a frozen food factory with international standards for which the staff needs HACCP training; technical know-how and the company need financial support. F. Problems of women entrepreneurs in Bangladesh: Our study paid a lot of attention to investigate the challenges and problems faced by women entrepreneur. According to the study 94. % entrepreneur face different types of challenges and 5. 95% does not face any challenges or problems to start their enterprise. The challenges or problems are categorized in following ways: Figure: Problems of women entrepreneurs in Bangladesh 1. Financial Problem: Inadequacy of capital is the main problem of women entrepreneureneurs. Women have limited capital mainly from family savings and for initial capital they have to resort to the relative and other sources. For bank loan women need to give the collateral. Most women cannot expand their business due to financial problem.Marketing: Absence of marketing facilities for women or easy access and the absence of prop er sales centre are some of the major obstacles to do business. Women supply their products in markets through middleman. Due to shortage of capital women cannot afford to establish sale centers and they cannot expand their market for this. Raw Material: Women often face problem of price increase of the raw materials they use and have to pay high rate for retail purchase. Due to lack of capital they cannot purchase bulk quality of raw material and have to pay a high rate for retail purchase.Price: Due to lack of market facilities women do not get the proper prices for their products,which are under priced by the customers or wholesalers who order their products. Other problems arise when the buyer does not provide the actual price or the wholesalers takes goods on credit. Labor: Moreover, on-availability of efficient or skilled labor is another problem. Equipment: Lack of improved equipment and machinery,existing competition faced due to expansion of production. 2. Political Problem : Political unrest like hartal /strike hindrance brings harm to their business .In that time the entrepreneurs face a problem to produce and sale their goods . 3. Family problem: Some entrepreneur‘s mention that they also face family problem, they cannot spend. Much time for their business because they are engaged with their house hold work and take care their children . Women are in traditional and skill based business because the household members want that women should be involved in home based business which require less mobility or interaction mainly women customers . 3. Social problem: Women are handicapped in the current centralized wholesale market set up controlled by men.The men in business do not welcome women’s entrance in the market and they often discourage women. Women entrepreneurs are often cheated by their male partners. 4. Transportation Problem: Linkages with the markets and flow of constant supply of product are hampered by the lack of quality trans portation problem. 5. Lack of technical problem: Technology is changing and women have very little access to new technology and market information. Women normally work within a small geographic area with limited mobility. 6. Stiff Competition:Women entrepreneurs do not have organizational set up to pump in a lot of money for canvassing and advertisement. Thus,they have to face a stiff competition for marketing their products. 7. Limited Mobility: Unlike men, women mobility in Bangladesh is highly limited due to various reasons. A single women asking for room is still looked upon suspicion. 8. Lack of Education: In Bangladesh, around 60% of women are still illiterate. Illiteracy is the root cause of socio-economic problems. Due to the lack of education and that too qualitative education, women are not aware of business, technology and market knowledge.Thus, lack of education creates problems for women in the setting up and running of business enterprises. 9. Male-Dominated Society: W omen suffer from male reservations about a women’s role, ability and capacity are treated accordingly. Thus in turn, serves as a barrier to women entry into business. 10. Low Risk Bearing Ability: Women in Bangladesh lead a protected life. They are less educated and economically not self-dependent. Risk bearing is an essential requisite of a successful entrepreneur. 11. Other Problems: Law and other situation poses problems for women’s mobility. Another problem is insecure feelings.Sometimes police, admen create problem to carry their goods. Women have no legal knowledge or help in protecting their industries and often fall victims to illegal threats or criminal offenses. Frequent power failures are another important factor which hampers their production in time which effect on their business market. Women suffer from information crisis. In addition to above problem, inadequate infrastructural facilities, shortage of power, high cost production, social attitude, low ne ed for achievement and socuio-economic constraint also hold the women back from entering into business.G. Prospects of Women Entreprenuer Though women entreprenuer have a lotos of problems,still there are lots of opportunities also for them to continue. Women get preferential treatment in different official matter, handle with considerations, to better quality controlling and can maintain good customer relation. Now day’s educated women are coming forward to entreprenuership just after comleting their education. This is a very good sign for women empowerment and as well as material development There are several areas where the women entreprenuers have good prospect.The areas where the women entreprenuers can get an easy access are discussed: Figure: Prospects of Women Entrepreneur 1. Self –Employed: These women have acquired on own, especially from parents, relatives or friends, the skills and capacities to operate enterprises. Some have undergone training and apprenti ceship or worked as skilled labourers and obtained enough knowledge to start their own business. So women can move toward self employment. 2. Enterprise Ownership: Women can be the owner/operators of existing micro-enterprises, prove management and technical skill in self-employment. They often wish to xpand, upgrade or diversify their business through employment of family members as apprtenticeship especially in the rural areas or engage and hire workers for the production when the business progresses in the urban areas. 3. Manufacturing: Women’s traditional skills enable them to take up manufacturing in areas where raw materials for the products is available. Women in these activities employee workers skilled, non-skilled, permanent or as seasonal workers. With the expansion of business and the development of quality products, training in skill, technology, management and marketing becomes essential. . Family Trade: Many women can involved in the family trades, hereditarily performed through generations and the skill is traditionally kept within the family. Manufacturing handicrafts pottery, involved in food preparation operating individual units of embroidery, tailoring printing, dyeing, weaving, spinning, net marketing, etc. 5. Agricultural Activities: The rural women participate more in the agricultural sector, especially in operating vegetable gardens, horticulture production, nursery or even rice husking and preparation of varied rice products. 6. Sub-contracting:This new system of generating income in the non formal sector is providing opportunities for women through negotiable procedure obtaining orders for product from either, exporters, procedures, whole seller’s or middlemen. 7. Women as exporters: Women can venture into exports directly by themselves or through other exporters. Export fairs, international trade fairs, single country fairs and initiative by importers have helped the women to produce quality products for exports. FINDI NGS: 1. the contrinution % of the women entrepreneurs in different districts:A questionnaire survey conducted among 130 women entrepreneur and based on this survey and statistical data the approximate result of women entrepreneur in Bangladesh are come out. The number of women entrepreneur in different district can be mentioned as follows__ 2. Motivating factors to enter into business: The respondents were asked to describe factors that encourage them to enter into business and entrepreneurial activities. The opinions they expressed in response to this questions are compiled and given in the following table with relative frequency and ranking.Factors that encourage women to enter into business| %| Ranking| Inspiration from family and family had business| 29| 1| To create self-dependency| 24| 2| Self inspiration| 22| 3| Extra income for the family| 22| 3| For economic freedom| 14| 4| Self employment| 12| 5| Inspiration by friends| 9| 5| To upgrade social status| 6| 6| Pass leisure ti me| 5| 7| Economic development| 4| 8| Inspiration from some organizations| 3| 9| No alternative to have a job| 1| 10| Inspired by training| 1| 10| To establish women’s rights| 1| 10| Eradicate gender discrimination| 1| 10| Creating opportunity for others| 1| 10| . previous occupations: Previous occupation of women entrepreneur are describe by the following pie chart _ 4. Nature Of Ownership: individual ownership is dominant type Among 130 enterprises established by women entrepreneurs. Their nature of owner ship are shown by following figure_ individual ownership is dominant type Among 60 women entrepreneurs, 73. 2% is owned by individual, 15. 9% is jointly owned by family members and only 7. 3% business is run in partnership with other members. Partnership is also dominated by the traditional kinship relationships as 38. % of women entrepreneurs have partnership with mother, 26. 9% with sisters, and 3. 8% with brother. Only 3. 8% of women entrepreneurs interviewed have partn ership with husband. In 15. 4% cases, partnership is found with friends. Domination of partnership by the kinship relationship can be explained by traditional patriarchal social values and social system, under which, women’s social dealing with the people, particularly men, outside of the family is highly restricted. This is also associated with the fear of social insecurity and social stigma. 5. Types of Business Where Women entered:Percentage distribution of women entrepreneurs by the types of business are shown in following. Type-1| Type-2| Type-3| Description| %| Description| %| Description| %| Manufacturing| 61. 6%| Only Export| 15. 6%| Whole sell| 16. 2%| Service| 12. 8%| Only Import| 0%| Retail| 43. 0%| Trading| 12. 8%| Neither Export Nor Import| 82. 8%| Both| 40. 8%| Other| 12. 8%| Both Export & Import| 1. 6%| | | | 100%| | 100%| | ! 00%| Table : Types of Business Where Women Are Entered . Among 130 women entrepreneurs interviewed, about two third of them (62%) were f ound to be involved in manufacturing sector followed by service (12. %) and trading sector (12. 8%). Among them, 82. 8% has no relation with export-import business as only 15. 6% were found to be involved in export-oriented business. Retail is the dominant trend among women entrepreneurs in the sample. More than one third of them (43%) were found to be involved in retail business. Only 16. 2% enterprises were found to be wholesellers and 40. 8% were involved in both retail and wholesell business. 6. Experiences in Trade Licensing and Company Registration: Women Face various types of Problme to Register their enterprise.It Causes various harassment for women. That’s why they are not interested for register their business. Their registration status are shown in following figure-eight†¦ Figure: Status of enterprises in term of having company Registration The figure shows that almost half of the women entrepreneurs (49. 7%) interviewed did not get their enterprises registere d with any legal authorities. Among women entrepreneurs, who have trade license, most of them run their business in the city corporation like Dhaka, Rajshahi and Sylhet. About 90% of the women entrepreneurs from Dhaka have trade license.Most of the women entrepreneurs, who do not have trade license, are from the district town or local area like Jessore (85. 7% have no trade license), Comilla (57% have no trade license). It could be assumed that having trade license is associated with the access to information. Since the women living in the city corporation areas have greater access to information and public institutions, most of them were able to get their company registered. It is also evident from the result of cross tabulation that education and training has a great influence to inspire women to get their company registered.About 70% of women entrepreneurs having trade license completed at least secondary level of education and have some training experiences on various issues. Ye ar of company registration: Although 50% of women entrepreneurs did not get their company registered from any legal authority, the tendency to have trade license is gradually increasing, as it is evident from figure 8. that 59% of enterprises become registered during 2001-2007. It can be assumed that educated women are entering into business and they have better knowledge of regulatory Trade license-providing agencies:In Bangladesh there are some agencies that provide trade license who are authorized by Govt. the license providing agencies are shown in following figure. Figure-9: Percentage distribution of women entrepreneurs by the trade-licensing authorit Among 50% of the respondents having trade license, majority of them (67. 9%) got trade license from the City Corporation, 17. 9% from Municipality, 3. 6% from Union Parishad. It is also evident from the findings that 40% were unable to complete trade licensing procedures on their own resulting in increased expenditures for compan y registration.About 45% of them had to expend, on average, extra 2000 taka only to get help in trade license processing. The median value for this purpose was found to be 5000 taka, which means about 50% of the women entrepreneurs, who were unable to accomplish trade licensing process on their own, had to expense, on average, 5000 taka or more than 5000 taka. Expenditure for getting trade license: It is evident from the findings that most of the women entrepreneurs have experiences of informal source of expenditures like bribery in the process of getting trade license. Expenditure| Name of the trade licensing authority| City corporation| Municipality| Union parishad| Mean| 2400| 1200| Not available| Median| 2250| 1200| Not available| expenditures like bribery in the process of getting trade license. The women entrepreneurs interviewed mentioned that they had to informally pay from 50 to 1200 taka to get trade license from the city corporation. Regarding informal expenditure, they h ad better experiences with municipalities. Average expenditure including formal and informal for getting trade license from the City Corporation was found to be BDT 2400 and median was calculated for this category as BDT 2250.In case of Municipality, both mean and median were found to be 1200. It means getting trade license from municipalities is less expensive. It is also mentioned by the respondents that getting trade license from Municipality was less bureaucratic and complication free compare to the services from the city . corporation. Reasons behind not having trade license: The women entrepreneurs, who did not have trade license, were asked to describe the reasons. The opinions they expressed as reasons for not having trade license were as follows: Opinion| %| Unaware of the necessity of having trade license| 37%|Aware but not familiar with the process| 41%| Applied for trade license and the process is going on| 3. 7%| Others| 18. 3%| Total| 100%| Problems faced by the women entrepreneurs with different trade licensing authorities: The following table Show the Problems faced by the women entrepreneurs with different trade licensing authorities— Types of Problemsmentioned by thewomen entrepreneurs| CityCorporation| Municipalities| UnionParishad| Taxdepartment| Complex process| X| X| | X| Time consuming| X| X| X| X| Bureaucratic process| X| X| | X| Bribery| X| X| | X| Indecent behavior| X| X| | X| Sexual harassment,teasing| X| X| X| X|Lack of cooperation| X| X| | X| Problems faced by the women entrepreneurs due to not having trade license: Due to not having trade license women faced different types of problems and harassments. The problem that they face are represented in following tables Major Problems| %| Could not get access to bank loan and financial institutions| 80| Could not participate in trade fair| 60| Could not get membership with the chamber of commerce| 45| Could not enter into export-import oriented sectors| 35| It is observed from th e table-13 that women entrepreneurs faced various problems due to not having trade license.As per responses by women entrepreneurs, for the lack of trade license, 80% of them were refused by banks or financial institutions to give a loan to them, 75% of them could not participate in trade fair. Since, it is mandatory to have trade license for getting membership with the chamber of commerce, 60% of them failed to apply for membership. Another 35% told that they could not enter into export-import business Opinion of the women regarding company registration The women entrepreneurs in the sample were asked to express their recommendations about existing company registration process.The major issues they raised were as follows. Opinion| %| Make registration process easier| 75| Make information available towomen entrepreneurs| 70| Create awareness regardingregistration process| 60| Create awareness regardingregistration process| 85| Make the people gender sensitive| 66| Organize training on regulatory process| 58| Reduce company registration fee| 70| Reduce complexity| 55| Fasten registration process| 45| 7. Main sectors Sector-wise percentage distribution of the respondents. Name of the sectors| % enterprises| Garments/Home textile| 16. 1|Printing| 1. 6| Handicraft| 69. 4| Agro based| 3. 2| Parlor| 4. 8| Food| 3. 2| Others| 1. 6| Total| 100| Among the respondents, majority of women entrepreneurs (69. 4%) were found to be involved in handicraft sector followed by garments/ home-textile (16%). The table-8 also shows that women are becoming in non-traditional sectors like printing and media, food business, etc. It is observed that 60% of women entrepreneurs did not know how to conduct feasibility study before selecting a specific product, 26. 7% of them were completely found unaware of feasibility study and 6. % of them did not feel necesity to conduct a feasibility study. Only few women entrepreneurs told that they conducted feasibility through market observation and participation in trade fair. 8. Training and Human Resources Training Percentage distribution of women entrepreneurs by the status of training: Whether received training| % of therespondents| Received before starting business| 35. 5| Received after starting business | 42. 1| Received before and after starting business| 13. 2| Did not receive any training| 9. 2| Total| 100| n=60 Training is a vital issue for women entrepreneurship development.It can facilitate women to internalize required business skills and attributes. The table-15 shows that among the women entrepreneurs interviewed, almost half of them(48. 7%) had received training on various issues before they entered into business. Different NGOs, public institutions like women and children affairs department, youth development department, chamber of commerce, trade bodies provided these training. 42. 1% of them started their business without having any training on business development although they received training after the y had entered into business. In 9. % cases, there was no opportunity to receive training and they did not receive any training on business. This group is from the remotest area that means women entrepreneurs live in the rural areas or local areas are more vulnerable than their urban counterpart is. Percentage distribution of the respondents by the name of courses that they received before and after their business initiatives: Name of the trainingcourses| % of the respondents| | Before starting12business| After starting13business| Sales and marketing| 44| 69| Training on sewing| 44| 6| Training on block and boutique| 40| 28| Training on embroidery| 19| 0|Training on cutting| 11| 0| Training on Tailoring| 26| 9| Handicraft| 41| 19| Computer| 4| 22| Financial Management| 11| 9| Business Management| 7| 16| Leadership of women| 4| 0| Poltry| 15| 3| Mini garments| 4| 0| Screen print| 4| 3| Cooking| 4| 3| Beauty & herbal care| 4| 0| The above table shows training courses which were organiz ed for women entrepreneurs before or after their entry into business. It is expected that those training courses were helpful to buildcapacity of women entrepreneurs at entry level but in terms of the degree of effectiveness, there is a scope to raise questions.The women entrepreneurs who did not receive any training mentioned that they did not know where to go to receive training. They do not have proper idea about training providing agencies. It is also observed that public training providing agencies do not have proper mechanism to go to women entrepreneurs, particularly to rural women with their services, as said by the respondents. 9. Sources of capital: Starter Capital and Trend in Investment: The picture of starter capital are representing by following table- | Starter Capital (BDT)| Current amount of capital (BDT)| Mean| 207265| 290884| Median| 20000| 600000|Mode| 100000| 300000| Minimum| 500| 10000| Maximum| 4000000| 5000000| Out of 130 women entrepreneurs interviewed, 77 w omen entrepreneurs were able to provide information about the amount of their starter capital. Based on available informationprovided by them, mean value of starter capital for 77 women entrepreneurs were found to be BDT 207265 but the median value was found to be BDT 20,000, which means 50% of 77 women entrepreneurs’ starter capita was equal to or less than BDT 20,000. The minimum starter capital was found to be only BDT 500. The maximum amount of starter capital was BDT 4000000.This extreme case has positive influence on the value of mean. Compare to the current amount of capital, it is evident that average capital has been increased from the amount of the starting point of business. For 69 women entrepreneurs, mean and median for existing capital were calculated as BDT 290884 and BDT 600000. In case of starter capital, 50% of women entrepreneurs’ investment was from BDT 500 to 20000 while 50% of women entrepreneurs’ current investments were found between BDT 10000 to 600000. It can be considered as significant growth in investment for micro women entrepreneurs.Sources of Starter capital: Percentage distribution of women entrepreneurs by the sources of starter capital are presented by following table- Opinion| %Of Respondents| Own savings| 61| Parents| 39| Husband| 18| n-laws| 6| Relatives belong to kinship group| 2| Friends| 3| Public commercial bank| 1| Private commercial bank| 1| NGO| 5| Other government agencies| 3| Cooperative society| 0| Leasing company| 0| Mahajan| 0| Others| 0| Credit Facilities For Women: In our social world the women did not get enough facility for the credit facility. The face various problem for collecting their capital.If an women goes for institutional facility then she does not get enough respons from them. Percentage distribution of women entrepreneurs by their first impression at bank Level Of Impression| % Of women Entrepreneurs| Very good| 11| Moderate| 67| Bad| 22| Total| 100| Among the respondents, 9 8 women entrepreneurs out of 130 visited various banks and financial institutions for a loan but only 5 of them managed to get a loan from banks. 98 women entrepreneurs were also asked to express their first impression about bank. Only 11% mentioned that they have very good impression. 7% of them expressed their moderate impression and 22% told they had bad impression while they went for a loan to a bank. SOWT Analysis about women entrepreneur according to survey: Here the SOWT analysis from the survey explain the internal capacity and external capacity analysis of an women to establish en enterprise. According to our survey the explanation of strength, opportunity, weakness and threats. A. Strengths of Women: * Initiative * Self-inspiration * Efficiency at work * Self-confidence * Growth oriented * Good organizer * Ambitious * Imitation of innovations B. Weaknesses of Women: Low risk-bearing ability * Low literacy rate * Low work participation rate * Low urban population share * Lo w utilization capacity of resources * Low level of mobilitys * Inability to hardwork and tencious work * Confusion in decision making C. Opportunities of Women: * Tchnological opportunity * Support from government * Professional consultancies * Micro-finance facilities * Availability of raw material * Tax facility * SME * Export facility D. Threats of Women: * Unfavourable cultural practices * Social inhibitions * Unaware of government facilities * Huge competition * High cost against loan Lack of training facility * Inadequate infrastructural facility. * Family ties * Male dominating society. * poor linkages and networks * unfavorable policy and regulatory environment RECOMMENDATION AND CONCLUSION Recommendation Based on the present stydy the following recommendations are put forward for further improvement of the condition of women entrepreneur of Bangladesh. * Establish a separate cell to deal with women entrepreneurs regarding trade license and company registration. * Create eas y access for women entrepreneurs to the local administrative support public institution . The central bank should fix up a target for each bank to provide loan for women and from a monitoring team to monitor the implementation of its circular. * A comprehensive credit policy should be initiated under the supervision of the central bank in order to create access of women entrepreneurs to finance. this policy must keep a provision of collateral free loan, credit without interest or low rate of interest (maximum 8% interest),loan for long time duration etc. for women entrepreneurs. * Establish a separate bank for the development of women entrepreneurs.Impose an obligation for other banks to maintain a minimum quota for women entrepreneurs in loan disbursement and ensure the implementation of this quota. * All types of new women entrepreneurs should given a provision of tax-exemption for at last five years. * Include a special provision for women entrepreneurs in the policy and procedur es of value added tax (VAT) and keep a provision of VAT exemption for new women entrepreneurs for at least first five years. * Increase budgetary allocation to facilitate women entrepreneurs, particularly women entrepreneurs to participate in the national and international trade fair. Provide special support to women entrepreneurs who are involved in export-oriented activities for promoting marketing of their products. * The required amount of credit and its timely disbursement have an important role to continue and expand the enterprise. * Timely support of credit facility has to be ensured. * Collateral requirement of bank should be revisited and procedures should be made simple. * All banks should allocate a portion of their loan for women entrepreneurs and should open a separate window for them. Lack of management experience of entrepreneur they should be trained on â€Å"Entrepreneur Development Training†. Proper step should be taken for this purpose. * Women entrepreneu r needs management assistance to improve the administrative capacity and increase productive activity and capacity in quality as well as in volume. Conclusion: Entrepreneurship to women in Bangladesh is more than just income generation. It is about working to build a more prosperous country, to lift the many millions of Bangladesh people out of poverty. It is about achieving economic independence and women’s empowerment.And it is about striving for emancipation of women’s gender roles, to create a better future for generations of women to come. So,all of us who have a role to play must come forward in this extremely important development and growth process to build the nation that Bangladesh should be. The present study show that most of the entrepreneurs were from young and less educated. They were migrating from different areas. According to the survey results women are found to have engaged themselves in different type of enterprises. Women entrepreneurs selected th eir enterprises with what they were familiar.Most of the cases show that they were previously worked on others as worker from which they earned their working skill and later on they started their enterprises in those Ares only. The study clearly indicate that lack of capital is still the remain problem, absence of marketing facilities, absence of proper sales center are some of the major problem. Another common barrier faced by the women entrepreneurs was balancing time between the enterprise and the family. If the major barrier in marketing for women entrepreneurs can be removed then the women lead sector can surely add income for the economy.This study focuses that if the women are provided with appropriate training and need based assistance and make an easy environment they will incrementally enter into the entrepreneurial occupation and will prove their worth through efficiency in operation to contribute to the economy of Bangladesh. Reference 1. Multiple responses were allowed and responses were not mutually exclusive 2. N=36, multiple responses were allowed and data were not mutually exclusive 3. N=32, for both cases, multiple responses were allowed and data were not mutually exclusive 4.Shamim, Munir Uddin, Report on Promoting Women Entrepreneurship through Advocacy, March 206-February 2007, BWCCI, July 2007, pg. 24. 5. Afsar, Dr. Rita, Bringing Women Entrepreneurs in Policy Focus for SME Development in Bangladesh, A keynote paper presented at the Seminar on Strengthening Capacity of Women organized by BWCCI, February 26, 2008 6. 4. BBS, The Statistical Pocket of Book of Bangladesh, Dhaka, 2006 7. Shamim, Munir Uddin, Report on Promoting Women Entrepreneurship through Advocacy, BWCCI, Dhaka, July 2007 APPENDIX Questionnaire Survey on Women entrepreneurship in Bangladesh 1.Personal Information: I. Name:_________________________________________________________________________ II. Company name:_______________________________________________________________ __ III. Address:_______________________________________________________________________ IV. Address 2:_____________________________________________________________________ V. City/Town:_____________________________________________________________________ VI. State:________________________________________________________________________ VII. ZIP/Postal Code:_______________________________________________________________VIII. Country:_____________________________________________________________________ IX. Email Address:________________________________________________________________ X. Phone Number:_______________________________________________________________ 2. Establishing this Business is very simple in our country by Women? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 3. The structure of Women Entrepreneur is appropriate for business world? | StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| Partnership| | | | | | Corporation| | | | | | sole pro prietorship| | | | | | 4.Is the Bank Loan is Difficult to get? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 5. Have Difficulties in obtaining Financial Capital? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 6 . Partners are Beneficial for women enterprise? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 7. Sole Proprietors are Beneficial for women enterprise? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 8. Which types of Fund is Cost effective for women enterprise ? | StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree | Personal Savings. | | | | | Gift from Family and Friends| | | | | | Loan from Family and Friends| | | | | | Loan from previous owner. | | | | | | Credit card/personal loan. | | | | | | Bank Loan| | | | | | Partners| | | | | | 9. What are the Remarkable Problems you face in your business (from the list below)? | StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| Toomuch competition| | | | | | State and federal regulations| | | | | | Not enough business knowledge| | | | | | Cash flow problems| | | | | | Rising costs of business| | | | | | Too much paperwork| | | | | | Too many factors out of my control| | | | | | 10.Reasons for becoming a business owner? | StronglyAgree| Agree| Neutral| StronglyDisagree| Disagree| To be my own boss| | | | | | Always wanted to start my own business| | | | | | Family responsibilities| | | | | | Good way to find employment| | | | | | To make more money| | | | | | Dissatisfied with my work| | | | | | Thought I could do better job than others| * | * | * | * | * | 11. How much of each of the following kinds of experiences did you have before you became a business owner? | StronglyAgree| Agree| Neutral| StronglyDisagree| Disagree| Job in the same field as the business | | | | | |School education directly related to business | | | | | | Seminars, programs relevant to business | | | | | | Hobby, personal experience i n same field| | | | | | Supervisory/management experience | | | | | | Accounting experience| | | | | | 12. What is the type of your current business? ____________________ 13. Is it your first business? * Yes * No 14. Why you come tobusiness? _________________________________ 15. What is the reason behind the business? ______________________ 16. Have you get any help from other in this start up your business? * Yes * No 17. Do you have trade license? Yes * No 18. Have you get support from your family? * Yes * No 19. What is the current amount of your investment? _________________ 20. How to invest it? ____________________________________________ 21. What is your occupational background? ________________________ 22. What is your father/husband’s occupational background? _________ 23. Have you face any problem? StronglyAgree| Agree| Neutral| Disagree| StronglyDisagree| | | | | | 24. Have you ever taken loan? * Yes * No 25. If yes then from whom? _________________________________ ____ 26. do you maintain accounts and book keeping? Yes * No 27. Do you have TIN? * Yes * No 28. Are you informed about tax and VAT? * Yes * No 29. Are you informed about tax facility? * Yes * No 30. Did you get any training facility? * Yes * No 31. Do you have any future plane? * Yes * No 32. What is your future plane? __________________________________ 33. What types of help is required to expand your business.? 34. What step should be taken to improve situation of the women entrepreneur in Bangladesh? _________________________________________________________________________________________________________________