Digital Learning Kit

Learning Technologies Group

KNOWLEDGE

A1�

'dkYwm0efta&;oHk;yg;'dkYwm0efta&;oHk;yg;

'dkYwm0efta&;oHk;yg;'dkYwm0efta&;oHk;yg;'dkYwm0efta&;oHk;yg;

�jynfaxmifpk rNydKuGJa&; 'dkYta&;

�wdkif;&if;om;pnf;vHk;nDnTwfrI rNydKuGJa&; 'dkYta&;

�tcsKyftjcmtmPm wnfhwHhcdkifNrJa&; 'dkYta&;

jynfolYoabmxm;jynfolYoabmxm;

jynfolYoabmxm;jynfolYoabmxm;jynfolYoabmxm;

�jynfytm;udk; ykqdef½dk; tqdk;jrif0g'Drsm;tm;qefYusifMu/

�EdkifiHawmfwnfNidrfat;csrf;a&;ESifh EdkifiHawmfwdk;wufa&;udk

aESmuf,Suf zsufqD;olrsm;tm; qefYusifMu/

�EdkifiHawmf\jynfwGif;a&;udk 0ifa&mufpGufzufaESmifh,Sufaom

jynfy EdkifiHrsm;tm;qefYusifMu/

�jynfwGif;jynfy tzsuform;rsm;tm; bHk&efoltjzpfowfrSwf

acsrIef;Mu/

EdkifiHa&;OD;wnfcsuf (4) &yfEdkifiHa&;OD;wnfcsuf (4) &yf

EdkifiHa&;OD;wnfcsuf (4) &yfEdkifiHa&;OD;wnfcsuf (4) &yfEdkifiHa&;OD;wnfcsuf (4) &yf

�EdkifiHawmfwnfNidrfa&;? &yf&Gmat;csrf;om,ma&;ESifhw&m;

Oya'pdk;rdk;a&;/

�trsdK;om;jyefvnfpnfvHk;nDnGwfa&;/

�cdkifrmonfhzGJYpnf;yHktajccHOya'opfjzpfay:vma&;/

�jzpfay:vmonfhzGJYpnf;yHktajccHOya'opfESifhtnD acwfrDzGYHNzdK;

wdk;wufaom EdkifiHawmfopfwpf&yf wnfaqmufa&;/

pD;yGm;a&;OD;wnfcsuf (4) &yfpD;yGm;a&;OD;wnfcsuf (4) &yf

pD;yGm;a&;OD;wnfcsuf (4) &yfpD;yGm;a&;OD;wnfcsuf (4) &yfpD;yGm;a&;OD;wnfcsuf (4) &yf

�pdkufysdK;a&;udktajccHí tjcm;pD;yGm;a&; u@rsm;udkvnf;

bufpHk zGYHNzdK;wdk;wufatmif wnfaqmufa&;/

�aps;uGufpD;yGm;a&;pepf yDjyifpGmjzpfay:vma&;/

�jynfwGif;jynfyrS twwfynmESifh t&if;tESD;rsm;zdwfac:í

pD;yGm;a&; zGYHNzdK;wdk;wufatmif wnfaqmufa&;/

�EdkifiHawmfpD;yGm;a&; wpf&yfvHk;udk zefwD;EdkifrIpGrf;tm;onf

EdkifiHawmfESifh wdkif;&if;om;jynfolwdkY\ vuf0,fwGif&Sda&;/

vlrIa&;OD;wnfcsuf (4) &yfvlrIa&;OD;wnfcsuf (4) &yf

vlrIa&;OD;wnfcsuf (4) &yfvlrIa&;OD;wnfcsuf (4) &yfvlrIa&;OD;wnfcsuf (4) &yf

�wpfrsdK;om;vHk;\ pdwf"mwfESifhtusifhpm&dwÅ jrifhrm;a&;/

�trsdK;*kPf? Zmwd*kPfjrifhrm;a&;ESifh ,Ofaus;rItarGtESpfrsm;?

trsdK;om;a&; vu©Pmrsm; raysmufysufatmifxdef;odrf;

apmifha&Smufa&;?

�rsdK;cspfpdwf"mwf &Sifoefxufjrufa&;/

�wpfrsdK;om;vHk;usef;rmBuHhcdkifa&;ESifh ynm&nfjrifhrm;a&;/


KNOWLEDGE

A1�

þ Investing , Business, Management & Personal Development

Digital Learning Kit ( DLK ) onf jrefrmEd ki fiH\ Human

Resource Development tm;wpfzufwpfvrf;rS axmufyHhay;vdkaom

&nf½G,fcsufjzifh pmzwfolrsm;xHodkU ]]tcr]]tcr

]]tcr]]tcr]]tcrJh}} jzefUa0jcif;jzpfygonf/

xdkUaMumifh rnfolrqdkþ ( DLK ) wGif yg0ifaom taMumif;t&m

rsm;tm; vufqifhurf;jzefUa0jcif;jzifh ukodkvf,lEdkifygonf/

]]vufqifhurf;jzefUa0ay;olrsm;tm;txl;yifaus;Zl;wif½Sdygonf/}} ]]vufqifhurf;jzefUa0ay;olrsm;tm;txl;yifaus;Zl;wif½Sdygonf/}}

]]vufqifhurf;jzefUa0ay;olrsm;tm;txl;yifaus;Zl;wif½Sdygonf/}} ]]vufqifhurf;jzefUa0ay;olrsm;tm;txl;yifaus;Zl;wif½Sdygonf/}} ]]vufqifhurf;jzefUa0ay;olrsm;tm;txl;yifaus;Zl;wif½Sdygonf/}}

odkUaomf rdrd\ukd,fusdK;pD;yGm;twGuf þ ( DLK ) tm;

vnf;aumif;? þ ( DLK ) wGifyg0ifaom taMumif;t&mrsm;tm;

vnf;aumif;? wdkuf½dkufjzpfap? oG,f0dkufíjzpfap? bmomjyefíjzpfap

a&mif;csjcif;rsm;udk rjyKMuyg&efav;pm;pGm arwÅm&yfcHtyfygonf/


KNOWLEDGE

A1�

The CEO’s Role in Business Model Reinventionby Vijay Govindarajan and Chris Trimble

Artwork: Damián Ortega, Concrete Cube (black), 2003, cast concrete with black pigment

Consider a few of the great innovation stories of the past decade: Google, Netflix, and Skype. Now ask yourself,why wasn’t Google created by Microsoft? Netflix by Blockbuster? Skype by AT&T?

Why do established corporations struggle to find the next big thing before new competitors do? The problem ispervasive; the examples are countless. The simple explanation is that many companies become too focusedon executing today’s business model and forget that business models are perishable. Success today does notguarantee success tomorrow.

To assess your company’s vulnerability, try this diagnostic: On separate index cards, write down all the impor-tant initiatives under way in your organization. Then create three boxes and label them “Box 1: Manage thePresent,” “Box 2: Selectively Forget the Past,” and “Box 3: Create the Future.”

1


KNOWLEDGE

A1�

Next, take a few minutes to imagine your industry in five, 10, or even 20 years—as far out as you can reasonablyforesee. Consider all the forces of change your industry faces— technology, customer demographics, regulation,globalization, and so on. With those forces in mind, put your organization’s initiatives in the appropriate boxes:those intended to improve today’s business performance in box 1; those aimed at stopping something—underperforming products and services, obsolete policies and practices, outdated assumptions and mind-sets—in box 2; and those that prepare your organization for the long term in box 3.

For companies to endure, they must get the forces of preservation (box 1), destruction (box 2), and creation(box 3) in the right balance. Striking that balance is the CEO’s most important task, but most companiesoverwhelmingly favor box 1. Forces of preservation reign supreme. Forces of destruction and creation areovershadowed, outmatched, and out of luck.

To be sure, the work of preservation—the day-to-day execution of the existing business model— is vitally important.CEOs must get box 1 right or their tenures will be short. They must concentrate daily on performance excellenceand continuous improvement, as companies such as Wal-Mart and Southwest Airlines have done for years.The best box 1 companies are sleek and efficient, like a well-designed automobile. They coordinate anastonishingly complex array of human actions like so many gears, pistons, and camshafts.

But CEOs are not just responsible for box 1. They must also get boxes 2 and 3 right. Sadly, most chief execu-tives ignore destruction and creation until it is too late. They bow to a myriad of short-term pressures: intensedemands for quarterly earnings, risk aversion, discomfort with uncertainty, resistance to change, linear extrapo-lation from past experience, and unwillingness to cannibalize established businesses. As a result, many com-panies fail to transform themselves.

The failure may not be immediately apparent, but sooner or later most industries go through nonlinear shifts thatthreaten incumbents. For instance, breakthroughs in genetic engineering have revolutionized the pharmaceu-tical industry. New concerns about environmental quality have posed serious threats in energy-intensive sec-tors. Globalization has opened up India and China, where unfamiliar rivals are challenging established compa-nies with ultra-low-price products.

2


KNOWLEDGE

A1�

While most companies neatly manage linear change, they are left befuddled by nonlinear change. Transformationefforts look meek at best, like futilely trying to turn a car into an airplane by bolting on two wings. Consider, forexample, Sony’s lagging positions in portable music players and electronic book readers, or Nokia’s andMotorola’s struggles to keep up with the rapid evolution of smartphones.

The High Jump “Industry” (Located at the end of this article)

To win both today and tomorrow, CEOs must operate in all three boxes simultaneously. They must recognizethat boxes 2 and 3 are not about what the business will be doing in 20 years; they are about the preparations itmust make today. That’s easier said than done, for it’s not only a matter of balancing resources across the threeboxes. The CEO must also know exactly what to destroy and what to create.

On the surface, box 2 is about pruning lines of business that are underperforming or no longer fit the company’sstrategy. Some companies do that consistently. For decades, for example, Corning has been eliminating maturebusinesses, such as cookware and light bulbs, to focus on high-growth opportunities. And when Japanesefirms commoditized the market for dynamic random-access memory—a key component in PCs—Intel cofounderAndy Grove shifted the company into microprocessors. Such divestitures are traumatic but not conceptuallymysterious. Pruning simply requires commitment from powerful executives.

It’s harder to take a knife to a less-evident box 2 menace: organizational memory. As managers run the corebusiness, they develop biases, assumptions, and entrenched mind-sets. These become further embedded inplanning processes, performance evaluation systems, organizational structures, and human resources policies.Organizational memory is particularly powerful in companies that tend to promote from within and to havehomogeneous cultures, strong socialization mechanisms, and long track records of success. Such deeplyrooted memory may be great for preservation (box 1), but if it is not tamed sufficiently (box 2), it gets in the way ofcreation (box 3). That’s why all box 3 initiatives must start in box 2. Bottom line: Before you can create, you mustforget.

To understand how a company can manage all three boxes successfully, let’s look at Infosys TechnologiesLimited of India.

3


KNOWLEDGE

A1�

Business Model Transformation at InfosysOn July 31, 2006, Infosys chairman N.R. Narayana Murthy stood before thousands of employees in Mysore,India, and pressed an orange button. Half a world away, trading commenced on the Nasdaq. His remotelyringing the opening bell, part of Infosys’s 25-year anniversary celebration, symbolized how the global economywas being transformed.

The Transformation Process in Hindu Mythology (Located at the end of this article)

For people trying to understand the offshoring phenomenon, Infosys was exhibit A. Indeed, it had inspiredThomas Friedman to write The World Is Flat. The company had demonstrated that its core service, customsoftware development for corporations, did not have to happen at the client site. Most of the work could be donethousands of miles away in talent-rich but low-cost India. Infosys dubbed its approach the “global delivery model.”Infosys’s rapid rise is legendary in India. In the 1980s the company was just a small group of programmers whohad traveled from South Asia to the United States to offer their services. But in the early 1990s India’s rapidderegulation and the rise of the internet opened the door for the global delivery model. Today Infosys is a $5billion IT services firm with more than 100,000 employees and a market cap of nearly $40 billion.

During the late 1990s, with revenues growing rapidly, Infosys could easily have focused on preservation. ButMurthy was intent on challenging the biggest companies in the IT services industry, including IBM and Accenture.He and then-CEO Nandan Nilekani had a hypothesis about how the industry would evolve. The company’smost demanding clients were frustrated by having to work simultaneously with multiple services firms, eachlacking full accountability. Eventually, Murthy and Nilekani believed, clients would hire just one firm that coulddeliver end-to-end IT services. The hypothetical company would provide a management consulting team thatwould redesign operations and write specifications for new IT systems. That same company would then develop,test, install, and maintain the new hardware and software—and might even accept responsibility for executingroutine client operations such as transaction processing.

This implied a dramatic industry transformation. If multiple rivals moved toward end-to-end services, formerpartners would become rivals. The industry would have room for only a handful of very large players. Infosys

4


KNOWLEDGE

A1�

intended to be one of them—and to use its mastery of the global delivery model to outperform rivals. To accom-plish that, the company needed to create several new services even as it continued executing its existing, fast-growing business. By pushing into boxes 2 and 3, Infosys grew 25-fold, from $200 million to $5 billion in thepast decade. Revenues from services other than its original offering—custom software development—grewfrom a small base in the 1990s, to 40% by 2003, and to nearly 60% by 2010.

Infosys succeeded in avoiding the box 2 hazard of organizational memory. By building a parallel “box 2/3” worldwith different people and distinct processes, it was able to create the future while sustaining excellence in box 1.In the process, Infosys paid especially close attention to three critical disciplines: strategy making, accountability,and organizational design.

Strategy MakingThe central tenets of strategy making are well known. It should be an analytical, data-driven process that rigorouslyidentifies customer needs, differentiates the company from rivals, and maximizes profits. But despite its manymerits, this process also systematically squeezes out box 3 thinking. Leaders who insist on rigorously analyzeddata tend to resist making change on the basis of limited evidence or weak signals. The result: a short-termmind-set; a strict focus on existing customers, not emerging ones; an obsession with today’s rivals, not potentialentrants; an emphasis on leveraging existing competencies rather than building new ones; and a tacitassumption that lines of demarcation between markets are fixed.

Box 3 strategy making is very different. Endeavors of creation must begin with a destructive (box 2) action—abandoning traditional strategy practices in favor of new ones. Box 3 strategy is not about linear extrapolationfrom the past; it’s about trying to anticipate nonlinear shifts. That’s a tough—but necessary—concept to grasp ifyou’re a senior leader who rose to the top of an organization by excelling in box 1.

Infosys smartly brought nontraditional voices into the box 3 strategy process. For example, it directly engaged asubset of its clients, in group and one-on-one meetings, to challenge the company’s long-range assumptionsand to make provocative suggestions for future growth. As a direct result of this interaction, Infosys chose toredouble its investment in an experimental business unit that offered packaged software for Indian bankbranches—and to adapt it for worldwide use.

5


KNOWLEDGE

A1�

Infosys relied even more heavily on input from young employees. It assembled a Voices of Youth panel of highperformers who participated annually in eight senior management meetings. In putting together this team, Murthycited what he calls the “30/30 rule”: 30% of participants in any strategy discussion should be younger than age30, because they are creative and not wedded to the past. In addition, Infosys created several inventive andcolorfully named mechanisms—strategy graffiti walls, knowledge cafés, jam sessions, and speed-geeking—to continually attract thousands of young employees to the process. Jam sessions, for instance, are fast-pacedroundtable meetings in which each participant has just one minute to give an impromptu response to questionssuch as “How can Infosys win in emerging markets?” The company even developed software that automatedthe process of sifting through huge volumes of responses, to identify common themes and unique ideas. Murthycredits youth involvement for sparking more than 10 R&D projects at Infosys, on topics ranging from health careto sustainability to education.

Accountability

To succeed at preservation (box 1), successful companies develop mechanisms that hold individualsaccountable for results. Those who deliver on time, on budget, and on spec should earn raises and promotions;those who don’t are probably better suited for other careers. Companies with demanding performance cultures,such as GE, tend to do very well in box 1. But, again, initiatives to create the future must begin by forgetting thepast. Strict accountability for results must be left behind to allow for conjectures about potential nonlinear shifts.Those conjectures are best tested by running disciplined experiments.

For example, in 1999 IBM launched an effort to multiply computing speeds by a factor of 500. IBM’s conjecturewas that the next generation of supercomputers would not run on one superfast chip but on huge networks ofordinary chips. IBM’s machine, dubbed BlueGene, would, as imagined, run massive simulations for scientistswho study climate change, particle physics, cellular processes, and more. The big unknown, however, was therelationship between the number of chips and the volume of communications among them. It was possible thatthe network that tied the chips together would clog up like Los Angeles freeways at rush hour. To pinpoint whenthat would happen, IBM developed a systematic test plan. It first built a prototype with just two chips, then four,then eight. It ran disciplined experiments with each prototype. If BlueGene were to fail, IBM would learn at thelowest cost possible. By 2007 the company had succeeded in building a 212,992-chip BlueGene, the fastest

6


KNOWLEDGE

A1�

supercomputer in the world.

When leaders of box 3 initiatives learn fast (and at minimal cost), they make better decisions. They either findsuccess or exit quickly and cheaply. But disciplined experimentation is not easy. As we describe in our bookThe Other Side of Innovation, best practices for planning experiments look almost nothing like best practicesfor ongoing operations. Therefore, it’s critical to use distinct methods to evaluate the results of box 3 initiativesand the performance of their leaders.

Consider the negative consequences of subjecting a leader to a traditional, resultsfocused performanceassessment while she operates in box 3. Uncertainties are high, and assumptions often prove wrong, yieldingdisappointing results and leaders who get defensive about them. Open discussion disappears, learning ceases,and bad decision making tends to ensue. Instead, leaders should be held accountable for learning quicklyfrom disciplined experiments that they conduct in box 3. Administered properly, this form of accountability isanything but forgiving. It requires intense reasoning and ruthless analysis of assumptions.

Infosys has developed a very strong culture of accountability for results. In fact, it created an acronym for itsexpectations of business unit leaders’ actions—namely, that they be predictable, sustainable, profitable, andde-risked: PSPD. Still, Infosys maintains different kinds of expectations for new services—standards that allowfor greater uncertainty but are no less forgiving.

In 2002 Infosys launched a fundamentally new (box 3) business for the company: Infosys Consulting. Instead ofproducing custom software, the new consulting unit would advise clients on redesigning their operations; ratherthan calling on heads of IT, it would serve general managers. The core business of software programming wasalmost a science, whereas Infosys Consulting was more of an art.

Murthy and Nilekani knew it was unrealistic to expect its new service to immediately deliver predictable,sustainable, profitable, and de-risked results. So they exempted it from traditional performance review forumsand had it report to an internal board of directors. That board looked for clear signs that Infosys Consulting washeaded toward success. For example, it expected an upward trend in per-employee revenues as time dedicatedto selling services declined and time dedicated to delivering services rose. The board also altered expectationsabout forecast accuracy for Infosys Consulting: not 99%, as required of established units, but 50%, at least at

7


KNOWLEDGE

A1�

first. As the team learned, its forecasts naturally improved.

Organizational Design

To achieve day-to-day excellence (box 1), companies must do more than hire and train outstanding individuals.They must optimize the way individuals collaborate—through job specifications, organizational designs, andwork processes. When all individuals are perfectly aligned, companies become works of high art. However, abox 1 work of art is also a highly specialized machine. As such, it’s unrealistic to expect to be able to just“squeeze in” a box 3 project. Special teams are essential. The first step in building them is a box 2 action—dropping standard organizational practices. Box 3 projects require zero-based, custom-built subunits.

Forming these subunits is an act of creation even more significant than generating a breakthrough box 3 idea.As we explained in “Stop the Innovation Wars” (HBR July–August 2010), it’s much like building a newcompany from scratch. Outsiders play a critical role by bringing in new skills and catalyzing change. They arepowerful box 2 agents because they naturally challenge assumptions. Infosys Consulting was a box 3 project,so Murthy and Nilekani created a new, distinct subunit. They hired an outsider with 15 years of consultingexperience to lead the effort, and they lured several more senior partners from other consulting firms. Then,rather than creating a unit based on Infosys’s existing organizational structure, they studied other firms’ pro-cesses and organizational designs and altered them for the global delivery model. Today Infosys Consultinggenerates more than $100 million in revenues annually.

That’s a much more favorable outcome than what happened when one of the Big Three U.S. automakers firstentered India in the early 1990s. The tremendous economic divide between India and the United States de-manded a box 3 approach to making an automobile. Rather than creating a zero-based subunit in India tospearhead the effort, however, the company engineered the car in Detroit and, to cut costs, decided to putpower windows only in the front doors. That decision initially seemed reasonable, but at that time any Indianwho could afford a car could also afford a chauffeur. The owner, sitting in the back, had to use handcrankwindows. It’s one reason why this U.S. automaker is still largely irrelevant in one of the world’s fastest-growingautomotive markets.

8


KNOWLEDGE

A1�

Prioritizing for the Long Term

As we have discussed, the secret to winning over the long run lies in knowing what to forget and what to create.Still, every box 3 initiative requires a tough first step: making the commitment to launch. Shifting resources fromthe present to the future may be the most difficult challenge for CEOs, given the enormous short-term pressuresthey face routinely.

In its early days, Infosys had a Fortune 10 client that accounted for 25% of its revenues and was demandingsubstantial price concessions. Murthy walked away and accepted a devastating blow to short-term performance.His simple rationale: Infosys would never agree to a price so low that it would have to sacrifice service quality orcut investments in people, training, R&D, and technology. Doing so, he reasoned, would damage the brandand undermine the company’s future.

The most intense short-term pressures come not from clients, however, but from Wall Street, which demandsreliable earnings growth and richly rewards CEOs who deliver it. This powerful box 1 incentive cripples theforces of destruction and creation because box 3 projects inevitably have a worse-before-better impact on thebottom line. Further, CEOs’ tenures are short relative to the rhythm of transformation efforts. By the time box 3projects pay off, many will have retired, so they are tempted to focus on the immediate and leave on a high note.

Murthy, by contrast, views Infosys as a lifelong endeavor. His approach to investors has been steadfast: Relent-lessly promote long-term potential; immediately share shortterm disappointment. Murthy volunteered the badnews of the loss of the major client to investors within 48 hours. Then he returned to finding the right balanceamong the forces of preservation, destruction, and creation. This balance is the secret to Infosys’s mastery ofboth the present and the future, and it must be the foundation for any business institution that aspires to endurefor generations.

The High Jump “Industry”

The history of the Olympic high jump event illustrates the importance of adapting to nonlinear change. It hasevolved through four distinct “business models.” Early on, the “scissors” style dominated the sport. It was much

9


KNOWLEDGE

A1�

like hurdling. All high jumpers used the scissors approach, so winning meant being the best at it. The highjumpers were operating in box 1 (preservation). Had they been businesspeople, they would have beencompeting on cost, market share, and margins.

High jumpers remained in box 1 at their peril, however. Even the best athletes could improve upon the establishedtechnique only incrementally. The approach had severe limitations because the jumper’s center of gravity hadto rise much higher than the bar.

More-innovative jumpers broke the high jump down into two fundamentals: raising one’s center of gravity (jumpinghigher) and raising it no more than necessary to clear the bar (avoiding “wasted lift”). It turned out that althoughfinding ways to jump higher was quite difficult, athletes could find plenty of opportunities to avoid wasted lift. Highjumpers created three new styles.

First, they invented the “western roll,” in which jumpers launched and landed on the same foot and kept theirbacks to the bar. Then they discovered the “straddle,” in which they launched and landed on opposite feet andfaced the bar. Finally, in the 1968 Olympics, Dick Fosbury created the surprising Fosbury Flop, which requiredtwisting 180 degrees and landing on one’s head. To succeed, Fosbury had to unlearn everything his coacheshad taught him about speed, angle of approach, and technique.

Each new jumping style transformed the high jump “industry.” The innovators had to somehow forget bestpractices (box 2) and create next practices (box 3). Many other jumpers, trapped by the forces of preservation(box 1), failed to remain competitive.

10


KNOWLEDGE

A1�

The Transformation Process in Hindu Mythology

Hinduism provides a unique window into the three perspectives we focus on in this article: managing the present,selectively forgetting the past, and creating the future. The religion recognizes many gods but only three maindeities: Vishnu, the god of preservation (box 1); Shiva, the god of destruction (box 2); and Brahma, the god ofcreation (box 3).

The Hindu mythmakers even paired each of the three gods with symbolically relevant wives. Vishnu was mar-ried to Lakshmi, who bestowed wealth—just as box 1 produces current income. Shiva’s partner was Parvathi,who symbolized power, a vital box 2 necessity when selectively destroying the past. Brahma was betrothed toSaraswathi, who symbolized creativity, ideas, and knowledge—critical inputs in formulating box 3 strategies.According to Hindu philosophy, the balanced interactions among the three gods create a continuous preserva-tion–destruction–creation cycle that helps sustain all forms of life in a circle without a beginning or an end.Achieving that continuous cycle is a goal worthy of any farsighted organization.

Vijay Govindarajan ([email protected]) is the Earl C. Daum 1924 Professor of International Business andthe founding director of the Center for Global Leadership at the Tuck School of Business at Dartmouth. He wasGeneral Electric’s first professor in residence and chief innovation consultant.

Chris Trimble ([email protected]) is on the faculty at Tuck and is an expert on innovation withinestablished organizations. They are the authors of The Other Side of Innovation —Solving the ExecutionChallenge (Harvard Business Review Press, 2010).

11


KNOWLEDGE

A1�

½Sifoef&yfwnfa&;usifhpOf½Sifoef&yfwnfa&;usifhpOf

½Sifoef&yfwnfa&;usifhpOf½Sifoef&yfwnfa&;usifhpOf½Sifoef&yfwnfa&;usifhpOf

jrwfjidrf;jrwfjidrf;

jrwfjidrf;jrwfjidrf;jrwfjidrf;

,aeUacwf ,aeUtcgwGif onftaMumif;udkem;ESifh

rqHhatmif Mum;ae&onf/ ½Sifoefa&;.....................

½Sifoefa&; / xd ktEÅ&m,fpufuGif;rS ½kef;xGuf

vGwfajrmuf ½Sifoefa&;/ onftjzpfqdk;ab;qdk;

udkausmfvTm; vGwfajrmuf½Sifoefa&;/ olwdkUajymaewm

awGtm;vHk;Mum;&wm pdwfrcsrf;omp&m/ twdwfqdk;

erdwfqdk;rsm; udkMum;ae&onfhES,f/

onfawmh xdkodkUaomab;qdk; tEÅ&m,fqdk;rsm;ESifh

vGwfuif;atmif uRefawmfwdkUumuG,fMuzdkU vdktyf

vmygjyD/ uJ.......b,fvdkumuG,fMurnfvJ/ b,fvdkMuHaqmifMurnfvJ/ uRefawmfwd kU

½Sifoefa&;qdkif&m vufeufwefqmyvmawG udk,fhenf;udk,fh[efjzifh aqmifxm;MuvQifaum/ xdkodkU

MudKwifjyifqifxm;vQif ydkjyD;oifhjrwfrnfxifygonf/

onfawmh ½Sifoef&yfwnfa&; MudK;yrf;rIrsm;udk a½S;,cifuwnf;u b,fenf;b,fyHkaqmif&Guf

cJhMuovJqdkwm od&atmifa½S;twdwfumv orkdif;aMumif;udk jyefMunfhMu&atmif/ ordkif;aMumif;udk

þj*dKvf? þurÇmMuD;ay:wGif touf[lípwifjzpfay:csdefrSpjyD; jyefvSefavhvmMunfh&atmifyg/

½Sifoef&yfwnfa&;twGuf acwftqufqufwGif qifhuJvkyfaqmifcJ honfh tajccH

vkyfaqmifcsufESpfrsdK;&SdaBumif; avhvmawGUcJh\/

(1) yxrvkyfaqmifenf;rSm vuf&Sdrdrda&mufaeonfh obm0ywf0ef;usifESifh vdkufavsmnDaxG

jzpfatmif nd§EIdif;jcif;/

(2) rdrd\0ef;usifESifh tvdkufoifhjzpfatmif nd§EIdif;jyD;aemuf &½Sdvmonfhtaexm;udk ydkrdkwdk;wuf

12


KNOWLEDGE

A1�

aumif;rGefvmatmif tpOfwpdkuftm;xkwfjcif;/ tqdkyg½Sifoef&yfwnfa&; tm;xkwfcsufESpf&yfonf

[dk;twdwfumvrSonf ,aeUypöKyÜefumvxdatmif rnfodkUrnfyHktvkyfjzpf rSefuefaeaMumif;

wpfcsufiJhMunfhMu&atmif/ rdrdusifvnfaeonfh vuf½Sdywf0ef;usifESifh 0ifqHhatmifjyKjyifnd§EdIif;jcif;udk

OD;pGmpOf;pm;Munfhyg/ ordkif;rwdkifrDacwfrsm;rSonf ,aeUypöKyÜefumvxdwdkif tyifrsm;ESifhwd&pmäef

rsm;onf ½Sifoef&yfwnfEdkifa&;twGuf rdrd\ywf0ef;usifESifh o[Zmwjzpfatmif b,fvkdn§dEdIif;

cJhMuovJ/ b,fvdktavQmhtwif; vkyfcJhMuovJ/

ajymif;vJaeonfh tylcsdef? ajrqD? tpdk"gwf? tjcm;½Sifoefa&;qdkif&m vdktyfcsufrsm;ESifh

tvdkufoifhjzpfatmif vdkwdk;ydkavQmhrvkyfonfhtyifrsm;onf &nf&Snf&yfwnfEdkifpGrf;r½Sd/ aoaMu

ysufpD;ukef\/

ordkif;OD;acwf\ wd&pmäefrsm;onfvnf; tyifrsm;enf;wl ywf0ef;usifESifhwpfom;wnf;

jzpfatmif jyKjyifMu&onf/ ajymif;vJMu&onf/ olwdkUu tyifrsm;xufyif ydkjyD;tajymif;vJawGvkyf

Mu&ao;onf/ wd&pmäefrsm;onf obm0tiftm;pkrsm;ESifh tvdkufoifhaeEdkifatmifn§d&onf/ xdkUjyif

ywf0ef;usifwpfckwnf;wGif aexdkifonfhtjcm;wd&pmäefrsm;ESifhvnf; oifhjrwfatmifaeMu&onf/

olwdkUonf tjcm;wd&pmäefrsm;ESifh oifhjrwfatmifaevQifae? tjcm;wd&pmäefrsm;udk tEdkifwdkufvQifwdkuf?

odkUr[kwf tjcm;wd&pmäefrsm;\ &efjyKjcif;rSvGwfuif;atmifajy;& a½Smif&avonf/

,ckwd&pmäefrsm; ½Sifoef&yfwnfEdkifa&;twGuf MudK;pm;tm;xkwf&onfh 'kwd,tqifhudkqef;ppf

MunfhMu&atmif/ olwdkUonf olwdkU\ywf0ef;usifESifh tqifajyajy

aeEdkifatmif avhusifhaexdkifjyD;aemuf wpdkufrwfrwftm;xkwf

ae&rnfrSm rdrd&½dSvmonfh tajctaeydkrdkwdk;wufa&;? ydkrdk0ifqHha&;

yifjzpfawmh\/ xdkodkU&½Sdxm;onfhtajctae wdk;wufaumif;rGef

vmatmif tpOfwpd kufMudK;pm;aeygrS oif hb0tajctae

wdk;wufvmrnf/ tm;aumif;armif;oef jzpfvmrnf/ odkUrSrdrd\

t0ef;t0dkif;? rdrd\ywf0ef;usiftwGif;rS jydKifqdkiftEdkifwdkufcdkufrI

rsm;udk OD;rnTwfpwrf; tHwkausmfvTm; Edkifrnfjzpfygonf/

13


KNOWLEDGE

A1�

Oyrm tyifb0wGif yef;uav;wpfyGifhonfvS\/ ta&miftaoG; pdkjynfawmufy\/

xdkodkUjzpf&onfrSm tqdkygyef;uav;yGifhonfh yef;yifonf av? rdk; uJhodkUaom obm0tiftm;pkrsm;ESifh

oifhwifhavsmufywfatmif nd§EdIif;aexdkifaomaMumifh jzpf\f/ odkUaomf rdrdudk,frdrd tm;aumif;armif;oef

jzpfvmatmif tpOfwpdkufpGrf;aqmifrIrjyKEdkifvQifrl rdrdxuftiftm;omonfh tyifrsm;\vTrf;rdk;rI?

0g;jrdKrIudk cH&rnfjzpfayonf/

wd&pmäefwpfaumifonf olusufpm;usifvnf&m obm0ywf0ef;usifESifh tH0ifcGifus

aeEdkifaumif;aeEdkifrnf/ aemufjyD; tjcm;rsdK;wlwd&pmäefrsm;ESifhvnf; oifhjrwfpGmaeEdkifaumif;aeEdkifrnf/

onfawmh vwfwavmumvtm;jzifhawmh ½Sifoef&yfwnfaeEdkifygvdrfhrnf/ odkUaomf xdkwd&pmäefonf

tjcm;rs d K ;wl wd&pm äe fr sm;E Si f h c Ge ftm;csi f ;wlnDatmif od k Ur[kwf omvGe faeatmif

wpd kufrwfrwftm;xkwf raevQif tjcm;jydKifzufwd&pmäefrsm;\ ,SOfjydKifwd kufcd kufrIud k

awmifhcHEdkifrnfr[kwfygacs/ 4if;wd&pmäefonf tjcm;wd&pmäefrsm;\ AdkvfustEdkifusifhrIudk

tvl;vl;tvJvJ cHpm;&awmhrnfjzpf\/

odkUjzpf&m tyifrsm;ESifhwd&pmäefrsm;\ wpfpjyD;wpfpqifhuJwdk;wufrI jzpfpOfudkavhvmMunfhvQif

txufwGifaz:jycJhonfh ½Sifoef&yfwnfa&; tqifhESpfqifhonf trSefwu,fvdktyfaMumif;

awGU&ygrnf/ onfawmh tqdkyg½Sifoef&yfwnfa&;qdkif&m MudK;yrf;rIESpf&yfonf vuf½SdypöKyÜefumv\

taetxm;trsdK;rsdK;ESifh udkufnDoifhavQmfjcif;½Sdr½Sd qef;ppfMunfh&atmif/ onfawmh uRefawmfwdkU

vufvSrf;rDjyD; twGif;odtpif;od odonfh]]oifh}}udkyJ

pwifavhvmMunfhMu&atmif/

vkyfaqmif&rnfh tqifhESpfqifhteuf yxrtqifhjzifh

csOf;uyfMunfhMu&atmif/ oif\vuf½Sd ywf0ef;usifESifh

tvdkufoifhtvsm;oifh aexdkifEdkifatmif vdkwdk;ydkavQmh

jyKvkyfyg/ oifhrdom;pktwGif;? oifhtdrftwGif;? oifhteD;

0ef;usiftwGif;? oifhvkyfief;cGiftwGif;? oifa&mufaeonfh

b,fae&mrSmyJjzpfjzpfaygh? xdk0ef;usifESifh wpfom;wnf; jzpfatmif vdkwdk;ydkavQmhvkyfyg/ jyKjyifyg?

ajymif;vJyg? vdkufavsmyg/ (onfpum;vHk;udkawmh oifoabm awGUcsifrSawGUrnf)/

14


KNOWLEDGE

A1�

vdkufavsmawmh bmjzpfao;vJ/ trsm;wumESifhoifhjrwfatmif udk,fhbufutavQmhay;

awmhaum bmjzpfao;vJ/ b,fol bmajymajymaygh/ vGwfvyfonfhEdkifiHawmfMuD;wGif udk,fMudKuf&mudk,f

vkyfcGifhr½Sdbl;vm;/ uJ.... onfawmhoifhudk,foif bmhaMumifhajymif;vJ&rnfvJ/ jyKjyif&rnfvJ/

bmaMumifh vlUpnf;0dkif;xJ0ifqHhatmif tm;xkwf&rnfvJ/

tajzudk½dk;½kd;½Sif;½Sif;ESifh aumufumiifumajzvdkU&ygonf/ oifonf ½Sifoef&yfwnfEdkifa&;

twGuf OD;pGmtodkif;t0dkif;0ifqHh&rnf/ tH0ifcGifusjzpf&rnf/ vrf;½d k;twdkif;vdkuf&rnf/

½Sifoef&yfwnfEdkifa&; qdk&mü½kyfydkif;t& aoa&;½Sifa&;wpfrsdK;wnf;udk rqdkvdkyg/ uRefawmfajymonfh

½Sifoef&yfwnfa&;qdk&mü vlUtodkif;0dkif;u vufoifhcHEdkifonfhtaetxm;½Sdjcif;? vlUtodkif;0dkif;ü

0ifqHhjcif;? pum;aygufjcif;? xda&mufjcif;wdkUvnf; tMuHK;0ifygonf/

aemufjyD;oiftxl;owdjyK&rnfh pum;vHk;rSm ]]OD;pGm}} qdkonfhpum;vHk;jzpf\/ oifonf

oifhvlrIywf0ef;usifwGif OD;pGm0ifqHh&rnf/ yl;aygif;aqmif½Guf&rnf/ xdkUjyif oifhrdom;pk? oifhtdrfESifh

oifhteD;em;0ef;usif? oifhvkyfief;cGifrsm;wGif tvdkufoifhtvsm;oifh aexdkifEdkif&rnf/ onfawmh

vltrsm;u oifhtm;vdkvm;vufcHcsifvmatmif OD;pGmMudK;pm;&ygrnf/ xdkodkUrS rMudK;pm;EdkifvQif oifhudk

todkif;0dkif;u vufoifhcHvdrfhrnfr[kwf/ qefUusifwdkufcdkufolrsm; ay:aygufvmvdrfhrnf/

aemufqHk;awmh oif&dwfodrf;&rnfrSm ab;'ku©aumufESHrsm;om jzpfaeayvdrfhrnf/

oifusifvnfaexdkifaom ywf0ef;usifESifhtodkif;0dkif;u oifhtm;vdkvdkvm;vm; vufoifhcH

ae&may;vmjyDqdkaomtcg oifhtaejzifh½Sifoef&yfwnfa&;qdkif&m 'kwd,ajcvSrf;udk vSrf;vdkU&ygjyD/

'kwd,ajcvSrf;uawmh wdk;wufa&;vkyfief;pOfygwnf;/

½Sifoef&yfwnfa&; oabmw&m;ESpf&yf\ rSefuefrIudkuRefawmfwdkU vufawGUusaomom"u

wpfckjzif h qef;ppfMunfhMu&atmif/ qdkygpd kU.....oif hvkyfief;cGifwGif oifhtm;txufwef;

t&m½SdMuD;&mxl;odkU &mxl;wdk;ay;vkduf\/ oifhtm; trIaqmift&m½SdwpfOD;tjzpf &mxl;

wdk;ay;cJhaomfvnf; oifuaejrJwdkif;aeonf/ ywf0ef;usiftopfESifh vdkufavsmnDaxGjcif;jzpfatmif

jyKjyifjcif;rjyK/ ajymif;vJjcif;rjyK / xdktcgoifhtm; &mxl;wdk;ay;cJhonfh txufvlMuD;rsm;rSm rSef;csufESifh

ESrf;xGufrudkuf jzpf&awmh\/

15


KNOWLEDGE

A1�

oifhudkpDrHcefUcGJa&;tzGJU\ tpdwftydkif;wpfcktjzpf tm;xm;vdkUr&awmh/ xdktcgoifonf

trIaqmift&m½SdwpfOD;tjzpf &nf&Snf½Sifoef&yfwnfzdkU rvG,fawmh/ þum; ½Sifoef&yfwnfa&;qdkif&m

yxroabmw&m;jzpfonfh ywf0ef;usifESifh tH0ifcGifusjzpfatmifoifhudk,foif jyKjyifajymif;vJyg

qdkonfh oabmw&m;udk rvdkufemaomaMumifh jzpfawmh\/

uJ...xm;ygawmh yxroabmw&m;udk oifvkdufemaqmif½GufcJhonf/ oifh0ef;usif?

oifhtodkif;t0dkif;ESifh tH0ifcGifusjzpfonf? ajyvnfonfqdkygpdkU/ oifhtm;&mxl;wdk;ay;cJhonfh

txufvlMuD;rsm;uvnf; auseyfonf/ oifhtaetxdkifudk ESpfjcdKufonf/ oifonf ukrÜPD\

xdyfydkif;acgif;aqmifrsm;u vdkvdkvm;vm; c&D;OD;MudKcH&olwpfOD; jzpfaejyD/ onfawmh oifonfukrÜPD\

xdyfydkif;acgif;aqmifrsm; tzGJUwGif½Sifoef&yfwnfEdkifol jzpfaejyD/ bmhaMumifhxdkodkU jzpfvm&ovJ/

½Sif;ygonf/ oifonf ½Sifoef&yfwnfa&; vkyfief;pOfESpfrsdK;xJrS yxrwpfrsdK;udk udkifpGJusifhMuH

cJ haomaMumif h jzpf\/ wu,fawmh þusif hpOfonf vufawGUusonf rSefuefonf[k

a½S;bdk;pOfabmifquf acwftqufqufuwnf;u twnfjyKaxmufcHcJhonfh usifhpOfwpf&yf

jzpfawmh\/

onfawmh oifonftodkif;t0dkif;xJwGif 0ifqHhoGm;jyD/ todkif;t0dkif;u oifhudkMudKqdkonf/

vufcHonf/ oifESif hyl;aygif;onf/ vufwGJonf/ oif\½Sifoef&yfwnfa&; yxrtqifh

atmifjrifoGm;jyD/ taumifxnfay:oGm;jyD/ onftajctaersdK;a&mufvmjyD? onftqifhodkU

a&mufvmjyDqdkawmh ½Sifoef&yfwnfa&;qdkif&m 'kwd,usifhpOfudk udkifpGJusifhMuHzdkUtcsdefa&mufvmygjyD/

yxrOD;pGm oifhudk,foifjyKjyifajymif;vJjyD;jyDrd kU ,ckoifhudkoif wdk;wufxl;cRefvmatmif

tm;xkwfMudK;pm;&ygawmhrnf/ vkyfief;cGifwGif xda&mufaompGrf;aqmifcsufrsm;? txufvla&m

atmufvlyg auseyfoabmusrnfh qufqHa&;rsm;? yl;aygif;aqmif½GufrIrsm;udk pdwftm;xufoefpGm

vkyfaqmifMu&ygawmhrnf/ oif\ vkyfief;qdkif&maqmifyk'fudk ]]ig 'Dtvkyfudk'DxufydkjyD;

wd k;wufaumif;rGefvmatmif b,fvkdvkyf&rnfvJ}} [k owfrSwfxm;vdkufyg/xdkUaMumif h

pOfqufrjywfwdk;wufaumif;rGefatmif MudK;pm;tm;xkwfjcif;udk oifhb0usifhpOf tjzpfudkifpGJusifhoHk;

ygav/

16


KNOWLEDGE

A1�

uRefawmfwdkU rMunfjzLaom? oabmrusaom

tjyifvlwpfOD;u uRefawmfwdkU\ukrÜPDMuD; wkd;wuf&m

wdk;wufaMumif;twGufjyKjyifoifh? aqmif½Gufoifhaomtcsuf

rsm;udkwifjy awmif;qkdonfqdkygpdkU/ uRefawmfwdkUukrÜPDxJ

wGifpdwfjidKjiifrIrsm;? rcHr&yfEd kifjzpfrIrsm; ay:ayguf

vmEdkif\/ tqdkygwifjycsuf awmif;qdkcsufrsm;udk wdkufcdkuf

jcif;? qefUusifjcif;rsm; ay:aygufvmEdkif\/ xkdodkUr[kwfbJ

ukrÜPDtodkif;t0dkif;ESifh0ifqHhjyD;? 0efxrf;rsm;uvufcH

MunfjzLolwpfOD;u ukrÜPDESifhyufoufí jyKjyifp&mawG?

aqmif½Gufp&mawGudk twGif;pnf;rSaejyD; wifjyvmvQifrl

qefUusifjcif;? twdkuftcHjyKjcif;rsm; enf;yg;ayrnf/

xkdrQru jznf;jznf;csif;jyKjyifajymif;vJrIrsm; jyKvkyfvmMu rnfrSm ajrMuD;vufcwfrvGJyif jzpfawmh\/

odkUjzpf&m.......

þurÇmajrMuD;ay:wGif touf&,fvdkU pwifjzpfay:vmuwnf;u pGJudkifusifoHk;cJhMu&onfh

½Sifoef&yfwnfa&;qdkif&m usifhpOfESpf&yfonf ,aeUxdwdkifvnf; rSefuefaeqJ? cdkifrmaeqJjzpfygonf/

xdkUaMumifh þusifhpOfESpf&yfudk oifhtaejzifh tav;xm;pGJrSwfxm;oifhonf xifygonf/ oifhb0\

u@toD;oD;wGif atmifjrifwdk;wufrIrsm;&atmif ½Sifoef&yfwnfa&;qdkif&m usifhpOfESpf&yfudk pGJudkif

usifhoHk;Munfhzl;ygovm;/

oifhb0rSm oifMuHKqHk&onfh vltrsm;u oifhtm;vdkvm;vmatmif? olwdkUtodkif;t0dkif;xJwGif

ae&mwpfae&m ay;csifvmatmif oifhudk,foif jyKjyifjcif;? n§dEdIif;jcif;? vdkufavsmjcif;? ponfwdkUudk

jyKvkyfygovm;? xdkodkUjyKvkyfjyD;aemufydkif;wGifa&m oifhtawG;tjrif? aqmif½Gufcsuf? qufqHa&;

ponfrsm; ydkrdkwdk;wufaumif;rGefaeatmif oifpOfqufrjywf MudK;pm;tm;xkwfcJhygovm;/

oifhudk,foif jyefvnfa0zefqef;ppfMunfhyg/ /

( HOW TO SURVIVE BY M.R.KOPMEYER udk bmomjyefygonf/)

17

KNOWLEDGE

Learning Technologies GroupA1�

Berkshire Hathaway INC

Berkshire Hathaway INC onf tar&duefjynfaxmifpk Nebraska jynfe,f tdkrm[mjrdKU (Omaha)jrdKUwGif tajcpdkufjyD; uGJjym;jcm;em;aomvkyffief;aygif;pHkudk ydkifqdkifonfh Holding ukrÜPDBuD; jzpfonf/

vGefcJhaom 44 ESpftwGif; ukrÜPD\ Book Value onf ESpfpOfysrf;rQ 20.3% wdk;wufvmcJhonf/

2000rS2010jynfhESpftwGif; ¤if;\&S,f,monf Total Return 76% &SdcJhonf/

Warren Buffett onf ukrÜPD\ Chairman ESifh CEO jzpfonf/ Buffett onf Berkshire Hathawayydkifqdkifaom tmrcHvkyfief;rsm;rS &&SdaomaiG (Float) jzifh &if;ESD;jr§KyfESHrIrsm; vkyfudkifcJhonf/ tpydkif;wGif

trsm;ykdifukrÜPDrsm;ü &if;ESD;jr§KyfESHrIrsm; jyKcJhaomfvnf; aemufydkif;wGifrl ukrÜPDwpfckvHk;udk0,f,lí

&if;ESD;jr§KyfESHrIjyKcJhonf/ Berkshire onf uGJjym;jcm;em;aom vkyfief;aygif;pHkydkifqdkifjyD; ¤if;wdkUxJwGif

oBum;vHk;xkwfvkyfonfhvkyfief;? vufvDta&mif;qdkif? tdrfaxmify&dabm*vkyfief;? pG,fpHkusrf;xkwfvkyf

onfhvkyfief;? zkefpkyfpufxkwfvkyfonfhvkyfief;? &xm;vkyfief;rsm;? vuf0wf&wema&mif;csjcif;vkyfief;?

owif;pmxkwfa0onfhvkyfief;tjyif tjcm;aomvkyfief;aygif;pHk yg0ifBuonf/

History Oliver Chace qdkolu 1839wGif Valley Falls ukrÜPDtjzpfpwifwnfaxmifum csnfxnfxkwffvkyfonfh

vkyfief;udk vkyfudkifcJhonf/ ¤if;ukrÜPDonf 1889 ckESpfwGif pwifwnfaxmifcJhaom Berkshire CottonManufacturing Company jzifh 1929wGifyl;aygif;um Berkshire Fine Spinning Company tjzpfay:aygufvm

cJhonf/ tqdkygukrÜPDonf 1888wGif New Bedford ? Massachusetts jynfe,fwGif Horatio Hathawayqdkol wnfaxmifcJhonfh Hathaway Manufacturing Company ESifh 1955wGif yl;aygif;um Berkshire HathawayukrÜPDjzpfvmcJhonf/

International Business Operation

18

KNOWLEDGE


1962wGif Warren Buffett u Berkshire Hathaway \ &S,f,mrsm;udk pwif0,f,lcJhjyD; vHkavmufaom

&S,f,m yrmP&&Sdonfhtcg ukrÜPDudkxdef;csKyfcJ honf/ tpydkif;wGif Buffett onf ukrÜPD\

t"duvkyfief;jzpfaom csnfxnfvkyfief;udk qufvufvkyfudkifcJhaomfvnf;

1967 rSpí tmrcHvkyfief;ESif h tjcm;&if;ES D;jr§KyfES HrI vkyfief;rsm;udk

pwifvkyfudkifcJhonf/ yxrOD;qHk;taejzifh tmrcHvkyfief;vkyfudkifonfh Na-tional Indemnity ukrÜPDudk0,f,lcJhonf/ xddkaemuf 1970jynfhESpfrsm;\

aESmif;ydkif;wGif Geico \ &S,f,mrsm;udk 0,f,lcJhonf/ 1985ckESpfwGif Berk-shire \ t"duvkyfief;jzpfonfh csnfxnfvkyfief;udk ydwfodrf;cJhonf/

Corporate Affairs 2009ckESpf 'DZifbmv (31)&ufaeUwGif Berkshire \ class A &S,f,monf $ 99,200 &Sdum New York

Stock Exchange \ aps;tjrifhqHk;&S,f,m jzpfcJhonf/ 2006 atmufwdkbm (23)wGif yxrqHk;tBudrftjzpf

&S,f,maps;EIef;onf wpf&S,f,mvQif $ 100,000 ausmfoGm;cJhonf/ 2007 'DZifbm (13)&ufwGif

wpf&S,f,mvQif $ 150,000 jzifhaps;EIef;tjrifhqHk; &&SdcJhonf/

CEO jzpfaom Warren Buffett onf ¤if;\&if;ESD;jrSKyfESHrIqdkif&m tawG;tac:t,ltqrsm;ESifh

us,fjyefUvSpGmaom vkyfief;rsm;tay: tao;pdwfod&Sdem;vnfEdkifrIrsm;aBumifh trsm;\av;pm;jcif;udkcH&

onf/ 2007ckESpfwGif Barron's Magazine u Berkshire tm; The Most Respected Company In The Worldin 2007 tjzpfa&G;cs,fcJhonf/

GovernanceBerkshire Hathaway \ Board of Directors rsm;wGif yg0ifolrsm;rSm Warren Buffett, Charlie Munger,

Walter Scott, Jr, Thomas S. Murphy, Howard Graham Buffett, Ronald Olson, Donald Keough, Charlotte Guyman,

19

KNOWLEDGE


David Gottesman, Bill Gates, Stephen Burke and Suasan Decker. Berkshine Hathaway ydkifqdkifaomvkyfief;rsm;rSm atmufygtwdkif;jzpfonf/

20

21

KNOWLEDGE


22

KNOWLEDGE


23

KNOWLEDGE


24

KNOWLEDGE


25

KNOWLEDGE


26

KNOWLEDGE


27

KNOWLEDGE


28

KNOWLEDGE


29

KNOWLEDGE


30

KNOWLEDGE


31

KNOWLEDGE


32

KNOWLEDGE


33

KNOWLEDGE


34

KNOWLEDGE


"AFLAC INC" ( Investment Analysis )

SYMBOL - AFL STOCK EXCHANGE - NYSECompany History

AFLAC INC (rl&if;ukrÜPD) udk 1973ckESpfwGif tar&duefjynfaxmifpk ]]a*smf*sD,mjynfe,f}}

ü pwifwnfaxmifzG JUpnf;cJ honf/ 4if;onf General Business Holding Company jzpfjyD;

4if;\vufatmuf½Sd ukrÜPDrsm;\ Operation rsm;udk tkyfcsKyfpDrHuGyfuJonf/ 4if;t"duvkyfudkifonfh

vkyfief;rSm usef;rma&;ESifhtouftmrcHrsm;a&mif;csonfh vkyfief;jzpfonf/ 4if;touftmrcHrsm;udk

vufatmufcHukrÜPDjzpfonfh American Family Life Assurance Company of Columbus (Aflac) rSwqifh

tar&duefjynfaxmifpkESifh *syefEdkifiHwdkUwGif a&mif;csonf/

AFLAC INC onf urÇmay:wGif]uifqm}a&m*gESifh ywfoufonfhtmrcHrsm;udk a&mif;csonfh

tMuD;qHk;ukrÜPDjzpfonf/ 4if;tjyif touftmrcHrsm;? usef;rma&;ESihfywfoufonfhtmrcHrsm;?

aq;0g;ypönf;? xdcdkuf'Pf&m&rIESifh evHxvlemrsm;twGuf trsdK;rsdK;aomtmrcHrsm;udkvnf;

a&mif;csonf/ ukrÜPDonf tar&duefjynfaxmifpk½Sdjynfe,f (50)vHk;ESifh *syefEdkifiHwdkUwGif

tmrcHvkyfief;udk vkyfudkifcGifh&½Sdonf/ 2009ckESpfwGif *syefEdkifiHüvkyfudkifaom tmrcHvkyfief;rS

&½Sdaom0ifaiGonf ukrÜPD\pkpkaygif;0ifaiG\ 75%? tjrwf\ 78%½Sdonf/

ukrÜPD\ Officers ESifh Directors rsm;onf ukrÜPD\½S,f,m 4.5%udk ydkifqdkifjyD;4if;wdkU\VotingPower onf 20.3% ½Sdonf/

Chairman & CEO Daniel P. AmosPresident Kriss Cloninger IIINo of Employees 8350

35

KNOWLEDGE


" Checklists for Making Inestment Decision "

1.ukr ÜPDonf r dr dvky fud ki faqmif½ Gufaeaom ukr ÜPDonf r dr dvky fud ki faqmif½ Gufaeaom

ukr ÜPDonf r dr dvky fud ki faqmif½ Gufaeaom ukr ÜPDonf r dr dvky fud ki faqmif½ Gufaeaom ukr ÜPDonf r dr dvky fud ki faqmif½ Gufaeaom Industry

twGi f ; jy d Ki fbufrsm;tay:twGi f ; jy d Ki fbufrsm;tay:

twGi f ; jy d Ki fbufrsm;tay:twGi f ; jy d Ki fbufrsm;tay:twGi f ; jy d Ki fbufrsm;tay:

a&&SnftompD;&rI a&&SnftompD;&rI

a&&SnftompD;&rI a&&SnftompD;&rI a&&SnftompD;&rI ( Durable Competitive Advantage )

½dSygovm; ½dSygovm;

½dSygovm; ½dSygovm; ½dSygovm; ?

ukrÜPDonf pwifwnfaxmifcJhonfh 1973ckESpfrSpí tmrcHvkyfief;udk tpOfwpkdufvkyfudkif

vmcJhonf/

]]*syefEdkifiH}}

1974ckESpfrSpí ukrÜPDonf *syefEdkifiHwGif touftmrcHrsm;udk pwifa&mif;cscGifh&onfh

'kwd,ajrmufEkdifiHjcm;ukrÜPDjzpfonf/ xdktcsdefrSpí ukrÜPDonf*syefEdkifiH\ Insurance Market wGif

market - leading position udk&½SdvmcJhonf/ ukrÜPDonf *syefEdkifiHwGif Individual Policies rsm;udk

a&mif;csonfh tMuD;rm;qHk; Insurer jzpfonf/ 2009 ckESpf 'DZifbm 31&ufaeUpGJt& Individual Policiesaygif; 20 millions a&mif;cscJh&jyD;jzpfonf/ 4if;tjyif 2009 ckESpf'DZifbm 31&ufaeUpGJt& ukrÜPDonf

*syefEdkifiHwGif ]uifqm}a&m*gESifhywfoufonfh tmrcHrsm;udka&mif;csonfh eHygwfwpfukrÜPDjzpfjyD;

Cancer Policies aygif; 40 millions a&mif;cscJh&onf/ xdkrQru ukrÜPDonf *syefEdkifiH\ medicalinsurance market wGifvnf; eHygwfwpfae&mudk &,lxm;EdkifcJhonf/

]]tar&duefjynfaxmifpk}}

ukrÜPDonf tar&duefjynfaxmifpkwGifvnf; tjcm;aom Insurers rsm;ESifhjydKifqdkif&mü

tompD;&vsuf½Sdonf/ ukrÜPDonf 4if;\ marketing ESifh distribution system udkvnf; aumif;oxuf

aumif;atmif MudK;pm;vsuf½Sdonf/ 2009ckESpfwGif tmrcHa&mif;csonfh sales associates aygif; 28400udk xyfrHcefUtyfcJhjyD; pkpkaygif;vdkifpif& sales associates aygif; 75300 txda&muf½SdatmifMudK;yrf;

aqmif½GufcJhonf/

36

KNOWLEDGE


" Investment and Investment Results"ukrÜPD\&if;ESD;jr§KyfESHrIrsm;rS tom;wif&aiGonf 2007ckESpfwGif $ 2.3 billion, 2008 ckESpfwGif

$ 2.6 billion, 2009 ckESpfwGif $ 2.8 billion &½SdcJhonf/

odkUjzpf&m txufazmfjyygtcsufrsm;t& AFLAC Inc onf 4if;\ main business operation jzpfaom

Insurance Industry twGif; a&&SnftompD;&rI ½Sdonf[kqdkEdkifonf/

2. ukrÜPDuvkyfudkifaqmif½Gufaom vkyfief;\oabmobm0ESif h4if;u ukrÜPDuvkyfudkifaqmif½Gufaom vkyfief;\oabmobm0ESif h4if;u

ukrÜPDuvkyfudkifaqmif½Gufaom vkyfief;\oabmobm0ESif h4if;u ukrÜPDuvkyfudkifaqmif½Gufaom vkyfief;\oabmobm0ESif h4if;u ukrÜPDuvkyfudkifaqmif½Gufaom vkyfief;\oabmobm0ESif h4if;u provide

vkyfaomvkyfaom

vkyfaomvkyfaomvkyfaom

product / service onf &if;ESD;jr§KyfESHolwpfOD;twGuf ½dk;½Sif;ítvG,fwulem;vnfEdkifygovm;onf &if;ESD;jr§KyfESHolwpfOD;twGuf ½dk;½Sif;ítvG,fwulem;vnfEdkifygovm;

onf &if;ESD;jr§KyfESHolwpfOD;twGuf ½dk;½Sif;ítvG,fwulem;vnfEdkifygovm;onf &if;ESD;jr§KyfESHolwpfOD;twGuf ½dk;½Sif;ítvG,fwulem;vnfEdkifygovm;onf &if;ESD;jr§KyfESHolwpfOD;twGuf ½dk;½Sif;ítvG,fwulem;vnfEdkifygovm;?

vlwpfOD;onf touftmrcH (odkU) usef;rma&;ESifhywfoufonfh aq;0g;ukorIp&dwfaxmufyHhrI

tmrcH (odkU) ]uifqm}a&m*gESifhywfoufonfh tmrcH? rawmfwqxdcdkuf'Pf&m&rIrsm;ESifh ywfoufonfh

tmrcH policy rsm;udk 0,f,lvdkygu AFLAC Inc xHrS 0,f,l&½SdEdkifonf/ odkUjzpf&m ukrÜPDrSa&mif;csaom

product / tmrcHpolicy rsm;onf wpfenf;qdkaomf ukrÜPDvkyfudkifaqmif½Gufonfh vkyfief;

oabmobm0rSm Investor wpfOD;twGuf tvG,fwulem;vnfEdkifpGrf;½Sdayonf/

3.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ Capital Structure

onf onf

onf onf onf Investor

tm; qGJaqmifEdkifpGrf; ½Sdygovm;tm; qGJaqmifEdkifpGrf; ½Sdygovm;

tm; qGJaqmifEdkifpGrf; ½Sdygovm;tm; qGJaqmifEdkifpGrf; ½Sdygovm;tm; qGJaqmifEdkifpGrf; ½Sdygovm;?

30&uf 9v 2010 aeUpGJt& ukrÜPDonf umv½Snfacs;aiG ( long tern debt ) $ 3.01billion ½Sdonf/

2009ckESpfwGif ukrÜPD\ net profit rSm $ 1.833 billion ½SdonfudkawGU&onf/ odkUjzpf&m ukrÜPD\onf

4if;wif½Sdaeaomdebt udk 1.64 ESpftwGif; aMuatmifqyfEdkifonf[k ,lq&onf/ xdkUaMumifhukrÜPD\

capital structure onf Investor wpfOD;twGuf favourable jzpfonf[k qdkEdkifonf/

37

KNOWLEDGE


4.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ Earning

onf cdkifrmí wuf&dyfjyaeygovm;onf cdkifrmí wuf&dyfjyaeygovm;

onf cdkifrmí wuf&dyfjyaeygovm;onf cdkifrmí wuf&dyfjyaeygovm;onf cdkifrmí wuf&dyfjyaeygovm;?

Year Earning Per Share (US$)

2000 1.20

2001 1.34

2002 1.56

2003 1.89

2004 2.30

2005 2.54

2006 2.85

2007 3.27

2008 2.62

2009 3.91

2010 4.96

2000 ckESpfwGif AFLAC Inc \ EPS onf $ 1.20 ½Sdonf/ 2010ckESpfwGif ukrÜPD\EPS onf

$ 4.96 txdwdk;wufvmcJhonf/ 2008ckESpfwGif ukrÜPD\EPS onf tenf;i,favsmhenf;cJhonf/

þonfrSm 2007ckESpfaESmif;ydkif;wGif tpjyKcJhaomurÇmvHk;qdkif&m pD;yGm;a&;aES;auG;rIaMumifhjzpfEdkifonf/

38

KNOWLEDGE


odkUjzpf&m ukrÜPD\ EPS onf vGefcJhaomq,fESpftwGif; annual compounding rate 15.24 %jzifhwdk;wufvmcJhJjyD; vGefcJhaomig;ESpftwGif; 14.32 % jzifhwdk;wufcJhonf/ odkUjzpf&m ukrÜPD\ earn-ing onf vGefcJhaom q,fESpftwGif; strong and upward trend ½Sdonf[k ,lqEdkifonf/

5.ukrÜPDonf &½S dvmaom0ifaiGud k rdrduRrf;usif&m e,fy,ftwGif;wGifom jyefícG Ja0?ukrÜPDonf &½S dvmaom0ifaiGud k rdrduRrf;usif&m e,fy,ftwGif;wGifom jyefícG Ja0?

ukrÜPDonf &½S dvmaom0ifaiGud k rdrduRrf;usif&m e,fy,ftwGif;wGifom jyefícG Ja0?ukrÜPDonf &½S dvmaom0ifaiGud k rdrduRrf;usif&m e,fy,ftwGif;wGifom jyefícG Ja0?ukrÜPDonf &½S dvmaom0ifaiGud k rdrduRrf;usif&m e,fy,ftwGif;wGifom jyefícG Ja0?

&if;ESD;jr§KyfESHrI ½Sdygovm;&if;ESD;jr§KyfESHrI ½Sdygovm;

&if;ESD;jr§KyfESHrI ½Sdygovm;&if;ESD;jr§KyfESHrI ½Sdygovm;&if;ESD;jr§KyfESHrI ½Sdygovm;?

ukrÜPDonf q,fESpfwmumvtwGif;&½Sdvmaom 0ifaiGrsm;udk rdrduRrf;usifonfh insuranceindustry twGif;wGifom jyefí&if;ESD;jr§KyfESHcJhonf/ 0ifaiG&½Sdvmwdkif; tjcm;aom insurance companyrsm;udk0,f,ljcif; (odkU) rdrd\ sales ? marketing ESifh distrubution system rsm;udkvuf½Sdxuf

ydkíaumif;atmif upgradevkyfjcif;? rdrd\tmrcH policyrsm;ydkrdka&mif;cs&ap&ef &nf½G,fí t&nftcsif;½Sd?

xufjrufaom sales associates rsm;wdk;csJUcefUtyfjcif; ponfhrdrduRrf;usifonfh insurance e,fy,f

twGif;wGifom &if;ESSD;jr§KyfESHrIrsm; jyKvkyfcJhonf[k,lqEdkifonf/

6.ukrÜPDonf 4if;\ ukrÜPDonf 4if;\

ukrÜPDonf 4if;\ ukrÜPDonf 4if;\ ukrÜPDonf 4if;\ Share

rsm;udkjyefí0,f,lcJhygovm;rsm;udkjyefí0,f,lcJhygovm;

rsm;udkjyefí0,f,lcJhygovm;rsm;udkjyefí0,f,lcJhygovm;rsm;udkjyefí0,f,lcJhygovm;?

2000ckESpfwGif ukrÜPDrS issued vkyfxm;cJhaom common share pkpkaygif;rSm 529.21 millions½SdjyD; 2010ckESpfwGif outstanding common share pkpkaygif;rSm 469.66 millions om½Sd&m q,fESpfwmtwGif;

ukrÜPDonf common share pkpkaygif; 59.55 millions udk share buyback program t& jyef0,fcJhonf[k

,lqEdkifonf/ odkUjzpf&m ukrÜPD\ management team onf &½Sdvmaom0ifaiGudk ukrÜPDydkif½Sifrsm;

jzpfaom shareholder rsm;\ tusdK;udkOD;xdyfxm;um shareholder value wufap&ef t"duxm;

vkyfaqmifcJhonf[k ,lqEdkifonf/

39

KNOWLEDGE


7.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ Management Team

onf onf

onf onf onf retained earning

udk ud k

ud k ud k ud k EPS

ESif h ESif h

ESif h ESif h ESif h shareholder value

wufvmatmif xda&mufpGm &if;ESS D;jr§KyfESHrIjyKcJhygovm;wufvmatmif xda&mufpGm &if;ESS D;jr§KyfESHrIjyKcJhygovm;

wufvmatmif xda&mufpGm &if;ESS D;jr§KyfESHrIjyKcJhygovm;wufvmatmif xda&mufpGm &if;ESS D;jr§KyfESHrIjyKcJhygovm;wufvmatmif xda&mufpGm &if;ESS D;jr§KyfESHrIjyKcJhygovm;?

Year EPS ( US$ ) Dividend Declared Per Share ( US$ )

2000 1.20 0.17

2001 1.34 0.19

2002 1.56 0.23

2003 1.89 0.30

2004 2.30 0.38

2005 2.54 0.44

2006 2.85 0.55

2007 3.27 0.80

2008 2.62 0.96

2009 3.91 1.12

2010 4.96 1.14

Total 28.44 6.28

40

KNOWLEDGE


ukrÜPD\ q,fESpfwmtwGif; pkpkaygif; EPS rSm $ 28.44 jzpfjyD; 4if;q,fESpfwmtwGif;wGif

ukrÜPDonf dividend tjzpf wpf½S,f,mvsif pkpkaygif; $ 6.28 ( 22.08 % ) cGJa0ay;cJhonf/ odkUjzpf&m

q,fESpfwmtwGif; ukrÜPD\ retained earning rSm wpf½S,f,mvsif $ 22.16 ( 77.91 % ) jzpfonf[k

,lqEdkifonf/ xdkq,fESpfwmtwGif;wGifyif ukrÜPD\ EPS onf 2000jynfhESpfü $ 1.20 ½SdcJh&mrS

2010ckESpfukefqHk;csdefwGif $ 4.96 txdwdk;wufvmcJh&m ukrÜPD\ EPSonf $ 3.76 wdk;wufvmcJhojzifh

q,fESpfwmtwGif;wGif ukrÜPD\ management team onf retained earning per share $ 22.16 udk

toHk;csí 16.96 % return ( EPS $ 3.76 ) &½Sdatmif pGrf;aqmifEdkifcJhonf/

8.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ return on shareholder equity

onf ysrf;rQtxufwGif ½Sdygovm;onf ysrf;rQtxufwGif ½Sdygovm;

onf ysrf;rQtxufwGif ½Sdygovm;onf ysrf;rQtxufwGif ½Sdygovm;onf ysrf;rQtxufwGif ½Sdygovm;?

Year ROE %

2001 12.7

2002 12.9

2003 14.8

2004 15.7

2005 16.3

2006 17.2

2007 18.4

2008 18.9

41

KNOWLEDGE


2009 21.8

2010 23 ( estimate )

average return on shareholder equity for 10 years = 17.17 %vGefcJhaomESpfoHk;q,ftwGif; tar&duefukrÜPDrsm;\ ysrf;rQ return on shareholder equity rSm

12% jzpf&m AFLAC Inc \ vGefcJhaomq,fESpftwGif; ysrf;rQ return on shareholder equity onf 17.17%jzpfojzifh above average [kqdkEdkifonf/

9.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ Return on Total Asset

onf wpforwfwnf;jrifhrm;rI ½Sdygovm;onf wpforwfwnf;jrifhrm;rI ½Sdygovm;

onf wpforwfwnf;jrifhrm;rI ½Sdygovm;onf wpforwfwnf;jrifhrm;rI ½Sdygovm;onf wpforwfwnf;jrifhrm;rI ½Sdygovm;?

Year Return on Total Asset %

2001 1.81

2002 1.83

2003 1.93

2004 1.99

2005 2.29

2006 2.39

2007 2.45

2008 1.58

42

KNOWLEDGE


2009 2.18

2010 2.65 ( Estimate )average return on total asset for 10 years = 2.11 %

vGefcJhaomq,fESpftwGif; ukrÜPD\ average return on total asset onf 2.11% ½Sdonf/

2008ckESpfwGif ukrÜPD\ return on total asset onf 1.58 % ½SdcJh&m 4if;rSmurÇmvHk;qdkif&m pD;yGm;a&;aES;auG;

rIaMumifhjzpfonf[k ,lqEdkifonf/ xdkESpfrSvGJí ukrÜPD\ return on total asset onf strong and up-ward trend jzpfonfudkawGU&onf/

10.ukrÜPDonf vuf½Sd ukrÜPDonf vuf½Sd

ukrÜPDonf vuf½Sd ukrÜPDonf vuf½Sd ukrÜPDonf vuf½Sd earning

udk&½Sd&ef udk&½Sd&ef

udk&½Sd&ef udk&½Sd&ef udk&½Sd&ef capital expenditures

rsm;pGmoHk;&ef vdktyfygovm;rsm;pGmoHk;&ef vdktyfygovm;

rsm;pGmoHk;&ef vdktyfygovm;rsm;pGmoHk;&ef vdktyfygovm;rsm;pGmoHk;&ef vdktyfygovm;?

ukrÜPDonf pwifwnfaxmifcJhonfh 1973ckESpfrSpí insurance vkyfief;udkvkyfudkifvmcJhonf/

ukrÜPD\ earning wdk;wufap&eftwGuf capital intensive jzpfaom puf½HkMuD;rsm;? tvkyf½HkMuD;rsm;

rvdktyfbJ ukrÜPD\ insurance policy rsm;udk a&mif;csay;rnfh sales associate rsm;udkomcefUtyf&ef

vdktyfayonf/ vkyfief;qufvufvnfywf&ef aiG&if;rsm;pGmrvdkbJ ukrÜPD\0ifaiG&½Sdvmwdkif; tjcm;

insurance company udk 0,f,ljcif; (odkU) dividend rsm; ydkrdkcGJa0ay;jcif; (odkU) shareholder valuewufap&ef outstanding share rsm;udk jyefvnf0,f,ljcif;wdkU jyKvkyfEdkifojzifh þtajctaersm;onf

investor wpfOD;twGuf tvm;tvmaumif;onf[k,lqEdkifonf/

]]aps;EIef;oHk;oyfcsuf}} ]]aps;EIef;oHk;oyfcsuf}}

]]aps;EIef;oHk;oyfcsuf}} ]]aps;EIef;oHk;oyfcsuf}} ]]aps;EIef;oHk;oyfcsuf}} ( Price Analysis )

11.(a) "Initial Rate of Return udk wGufcsufjcif;udk wGufcsufjcif;

udk wGufcsufjcif;udk wGufcsufjcif;udk wGufcsufjcif;"

Current Stock Price Per Share US$ 57.90 ( 9.2.2011 )azmfjyygaeUpGJ½Sd share wpfapmif\ market price t& initial rate of return rSm 8.57 % jzpfonf/

43

KNOWLEDGE


11. ( b ) US Government ESifhEdIif;,SOfMunfhjcif;ESifhEdIif;,SOfMunfhjcif;

ESifhEdIif;,SOfMunfhjcif;ESifhEdIif;,SOfMunfhjcif;ESifhEdIif;,SOfMunfhjcif;

,ckvuf½SdtcsdefwGif long-term US government bond \ interest rate rSm 5% atmufwGif

½Sdaomfvnf; risk udk xnfhoGif;pOf;pm;onfhtaejzifh historical interest rate 6% jzifhwGufygu

ukrÜPD\½S,f,m wpfapmifvQif relative value US$ 82.67 udk&rnf/ qdkvdkonfht"dyÜg,frSm

2010ckESpftwGif; earning $ 4.96 udk&&eftwGuf US government bond wGif &if;ESD;jr§KyfESHrnfqdkvQif

$ 82.67 ukefusrnfjzpf&m instover wpfOD;taejzifh EdIif;,SOfp&m investment ESpfck½Sdvmrnfjzpfonf/

yxrwpfckrSm wpfESpfwm twGif; earning $ 4.96 &½Sd&eftwGuf $ 82.67 wefzdk;½Sdaom US govern-ment bond ( 6 % fixed return ) wGif &if;ESD;jr§KyfESHjcif;jzpfonf/ 'kwd,wpfckrSm market price $ 57.90½SdjyD; initial rate of return 8.57 % ½Sdum vGefcJhaomig;ESpftwGif; EPS ESpfpOfxyfwdk;EIef; ( annual com-pounding rate ) 14.32 % ½Sdaom AFLAC Inc \½S,f,mwGif &if;ESD;jr§KyfESHjcif;jzpfonf/ odkUqdkvQif

&if;ESD;jr§KyfESHolwpfOD;taejzifh txufazmfjyyg investment ESpfckteuf rdrdtwGuftusdK;tjrwfydk½Sdonfh

investment udka½G;cs,frnf[k arQmfvifh&onf/ US Treasury bond ESifhEdIif;,SOfvQif ukrÜPD\ stock rSm

investor wpfOD;twGuf ydkí favourable jzpfonf[k qdkEdkifonf/

12.ukrÜPD\ ukrÜPD\

ukrÜPD\ ukrÜPD\ ukrÜPD\ Stock

udk ud k

ud k ud k ud k Equity / bond

tjzpf,lqum vmrnfhq,fESpftwGuf cefUrSef;tjzpf,lqum vmrnfhq,fESpftwGuf cefUrSef;

tjzpf,lqum vmrnfhq,fESpftwGuf cefUrSef;tjzpf,lqum vmrnfhq,fESpftwGuf cefUrSef;tjzpf,lqum vmrnfhq,fESpftwGuf cefUrSef;

wGufcsufjcif;wGufcsufjcif;

wGufcsufjcif;wGufcsufjcif;wGufcsufjcif;

2010 ckESpfukefqHk;csdefwGif ukrÜPD\ equity per share onf $ 24.40 ½Sd&m vmrnfhq,fESpf

twGif;wGif ukrÜPDonf

(1) 4if;\ average annual return on equity udk 17.17 % twdkif;qufvufí maintain vkyfEdkifrnf

(2) xdk return on equity \ 77.91 % udkvnf; retain vkyfEdkifrnfqdkvQif

ukrÜPD\ return on equity onf aemifq,fESpftwGif; ESpfpOf 13.38 % jzifhwdk;wufaernf[k ,lq

44

KNOWLEDGE


EdkifjyD; aemifq,fESpfjynfhonfhtcsdef 2020 ckESpfwGif ukrÜPD\ equity per share onf $ 85.66½Sdrnf[kcefUrSef;Edkifonf/

tu,fí 2020ckESpfwGifvnf; ukrÜPDonf 4if;\ return on equity udk 17.17 % twdkif;

qufvufí maintain vkyfEdkifcJhrnfqdkvQif xkdtcsdefüukrÜPD\ EPS onf $ 14.70 ½Sdoifhayonf/

xdkUtjyif 2020ckESpfwGif ukrÜPD\½S,f,mwpfapmifudk 4if;\ysrf;rQ P/E jzpfaom 9 jzifh tradevkyfaernf

qdkvQif 4if;\market price per share onf $ 132.3 ½Sdrnf[k cefUrSef;Edkifonf/ tu,fí InvestorwpfOD;onf 2010ckESpf 'DZifbmv 31&ufaeUwGif AFLAC Inc ½S,f,mwpfapmifudk market pricejzpfaom $ 56.43 udkay;um0,f,lcJhjyD; 4if;udk2020ckESpfwGif $132.3 jzifhjyefía&mif;cscJhrnfqdkvQif

4if;taejzifhq,fESpftwGif; pretax annual compounding rate of return 8.89% &½Sdrnf[kqdkEdkifonf/

tu,fí aemifq,fESpftwGif;&½Sdrnfh dividend rsm;udkaygif;xnfhygu return rSm 8.89 % xufydkEdkifrnf/

13. Annual EPS Growth udktoH k;jyKí vmrnf hq,fESpf\ ud ktoH k;jyKí vmrnf hq,fESpf\

ud ktoH k;jyKí vmrnf hq,fESpf\ ud ktoH k;jyKí vmrnf hq,fESpf\ ud ktoH k;jyKí vmrnf hq,fESpf\ Annual Compounding Return

udkcefUrSef;wGufcsufjcif;udkcefUrSef;wGufcsufjcif;

udkcefUrSef;wGufcsufjcif;udkcefUrSef;wGufcsufjcif;udkcefUrSef;wGufcsufjcif;

tu,fíom ukrÜPD\ EPS onf vmrnfhq,fESpftwGif;wGifvnf; ESpfpOf 14.32 % wdk;wufjyD;

4if;\77.91% udk retained earning tjzpfqufvufxdef;odrf;um 22.08 % udk dividend tjzpfcGJa0ay;rnf

qdkvQif atmufygtwdkif;&½SdEdkifrnf/

Year EPS $ Dividend $

2011 5.67 1.25

2012 6.48 1.43

2013 7.41 1.64

45

KNOWLEDGE


2014 8.47 1.87

2015 9.68 2.14

2016 11.07 2.44

2017 12.66 2.79

2018 14.47 3.19

2019 16.54 3.65

2020 18.91 4.18

$ 24.58þwGufenf;t& 2020ckESpfwGif ukrÜPD EPS onf $ 18.91 ½Sdrnf[kcefUrSef;Edkifonf/ tu,fí

xdktcsdefwGif ukrÜPD\ stock udk average annual P/E ratio 9 jzifh trade vkyfaernfqdkvQif market pricetaejzifh $ 170.19 ½SdEdkifonf/ 4if;udk dividend $ 24.58 jzifhaygif;ygu wpf½S,f,mvQif pretax return$ 194.77 &Edkifonf/ tu,fí Investor wpfOD;onf 2010ckESpf 'DZifbmv 31&ufaeUwGif ukrÜPD\

wpf½S,f,maygufaps;jzpfaom $ 56.43 ay;um0,f,lcJhygu aemifq,fESpf2020ckESpfa&mufonfh

tcsdefwGif 4if;\ pretax annual compounding rate of return rSm 13.19% ½Sdrnf[kcefUrSef;Edkifonf/

þcefUrSef;csufrsm;tm;vHk;onf vGefcJhaomq,fESpftwGif;jzpfay:cJhonfh ukrÜPD\performanceay:tajccHonf/ od kUjzpf&mukrÜPD\ performance onfvnf;aumif;? Insurance industryonfvnf;aumif; Federal Reserve \ monetary policy onfvnf;aumif;? tjcm;aom factors rsm;onf

vnf;aumif; vmrnfhq,fESpftwGif;wGif tajymif;tvJrsm;pGm½SdEdkifojzifh Investor wpfOD;taejzifh

tzufzufrSavhvmoHk;oyfum Investment decision udk csrSwfoifhayonf/ /

46


KNOWLEDGE

A1�

tMuyftwnf;rsm;udkausmfvTm;Ncif; (tydkif; 2)tMuyftwnf;rsm;udkausmfvTm;Ncif; (tydkif; 2)

tMuyftwnf;rsm;udkausmfvTm;Ncif; (tydkif; 2)tMuyftwnf;rsm;udkausmfvTm;Ncif; (tydkif; 2)tMuyftwnf;rsm;udkausmfvTm;Ncif; (tydkif; 2)

a'gufwmaeZifvwf a'gufwmaeZifvwf

a'gufwmaeZifvwf a'gufwmaeZifvwf a'gufwmaeZifvwf

tvkyfig;qitvkyfig;qi

tvkyfig;qitvkyfig;qitvkyfig;qi

fhfh

fhfhfh

ta&;BuD;aomtvkyf (5) qifh (Five Critical Tasks) ½Sdygonf/ þig;qifhrSm a½SmifvTJír&yg/

- Sense Making- Decision Making- Meaning Making- Terminating- Learning [líjzpfonf/

(2008) urÇmYpD;yGm;a&;tMuyftwnf;wGif ukrÜPDtcsdKYtaejzifh Sense Making[laom BudKwif

tm½Hk&rI ½SdaecJhMuNyD;jzpfonf/ yg;eyfMuaomolrsm;u (2007) ESpfv,favmufrSmwGifyif tm½Hk

cHEdkifcJhMuNyD;jzpfonf/ tMuyftwnf;udk &ifqdkifMu&aomumvwGif tqHk;tjzwfrsm;onf rsm;pGm

ta&;BuD;vmygonf/ tar&duefwGif wdkufcwfoGm;aom uufx&Demrkefwdkif;wGif Bush tpdk;&\

tqHk;tjzwf (Decision Making) cRwfacsmfcJhojzifh ta&twGufrsm;pGmaomolwdkY rvdktyfbJ'ku©

a&mufcJhMuonf/ urÇmYukefoG,fa&;taqmuftOD; twdkufcdkufcHcJh&NyD; ‘'ku©a&mufolrsm;udk

u,fwif&mwGif NrdKUawmf0ef\ tqHk;tjzwfrsm; (Decision Making)udk tar&duefjynfolrsm;u tawmf

oabmuscJhMuonf/

tcuftcJud k ausm fvTm;ajz½ Si f ;&mwGi f t"dy Ü g,faumif;p Gm jynf h0&rnfr Sm

(tusdK;NzpfatmifNrifNcif;) vnf;ta&;BuD;yg\/ tqHk;tjzwfwdkYwGif wefzdk;wpfpHkwpf&m½SdpNrJjzpf\/

47


KNOWLEDGE

A1�

t"dyÜm,f½Sdaom qHk;jzwfcsuf (Meaning Making) jzpfygrS wefzdk;tjynfYt0udk &½Sdrnfjzpfonf/

odkYrSvnf; tMuyftwnf;udk ay;qyfrItenf;qHk;jzifh ausmfvTm;Edkifrnfjzpfonf/

tMuyftwnf;udk tqHk;owfonfhtqifhonf Terminating jzpf\/ ppfwdkU\ oabmw&m;wGif

wdkufppfaumif;½Sd&ovdk cGmppfaumif;vnf;½Sd&ygonf/ cGmppfaumif;udk tcsdKYursm;pGmtav;rrl

BudKwif rjyifqifwwfMuay/ tMuyftwnf;wdkYudk ausmfvTm;&mwGif aoaooyfoyfjzifY

tqHk;owfoGm;EdkifMuovdk NyD;pvG,ftqHk;owfoGm;Muolrsm;u ydkírsm;jym;onfudkawGY&onf/

aemufqHk;tqifhonf oifcef;pmxkwf,ljcif; (Learning) jzpf\/ atmifjrifrIwGifjzpfap?

qHk;½IH;rIwGifjzpfap ]tb,fhaMumifh} qdkonfudkaumif;pGm oifcef;pm,lwwfMu&onf/ csrf;omaom

EdkifiHrsm; csrf;omMu&NyD; qif;&JaomEdkifiHrsm; qif;&JMu&jcif;rSm þoifcef;pm&,lrI tuGmtjcm;onf

taMumif;rsm;pGmxJrS wpfyg;jzpfonf[k avhvmqef;ppfolrsm;u qdkMuonf/ jrefrmYvlrIpD;yGm;a&;

e,fy,fwGifvnf; wpfpHkwpf&mtm;enf;vsuf ½SdaeonfudkawGY&ygonf/

tMuyftwnf;ay: pDrHcefYcGJrI (Crisis Management)udk tjcm;wpfenf;jzifY t"dyÜm,f zGifhqdkxm;

onfrSmvnf; pdwf0ifpm;p&m aumif;onf/

The art s. . to define hat the crisis s ecificall is or could e and hat has caused it orcould cause it .

tMuyftwnf;ESifhywfoufí tao;pdwfod½SdNyD;

rnfrQoufa&mufEkdifpGrf;½Sdonf? rnfrQoufa&muf cJhonf?

rnfrQoufa&mufvdrfhrnfudk od½Sdjcif;[kem;vnf

Edkifygonf/

qefYusifbuf? y#dyu©onfvnf; tMuyftwnf;qefYusifbuf? y#dyu©onfvnf; tMuyftwnf;

qefYusifbuf? y#dyu©onfvnf; tMuyftwnf;qefYusifbuf? y#dyu©onfvnf; tMuyftwnf;qefYusifbuf? y#dyu©onfvnf; tMuyftwnf;

Conflict [lonfy#dyu© qefYusifbufoabm

jzpfonf/ EdkifiHa&;? vlrIa&;? pD;yGm;a&;paomu@pHkwGif

a½SmifvT Jír&pGm awGY&wwfonf/ rdom;pkwpfpk

twGif;rSmvnf; awGYEk difítzG JUtpnf;rsm;twGif;

48


KNOWLEDGE

A1�

üvnf;awGY&ovdk EdkifiHrsm;tqifhüvnf; awGY&onf/ vlwdkif;awGYBuHK&rnfh tMuyftwnf;rsdK;

jzpfonf/ Conflict wGif tqifh(3)qifY ½Sdonf/

tqifhtqifh

tqifhtqifhtqifh (1) (1) (1) (1) (1)S ir ishes

tqifhtedrfhqHk;tajctaejzpfonf/ aeYpOf odkYr[kwf

rMumcPjzpfEdkifonf/ tjrifrwlaomtcg? cH,lcsuf

rwlaomtcg? ,HkMunfcsuf rwlaomtcg? vkyfief;rwl?

0g'rwlaomtcgrsdK;wGif jzpfwwfonfh 0da&m'dyHkpHjzpfonf/

aeYpOfeD;yg;rQjzpfwwfí Everyday Situation tajctae

jzpfonf/

ajz½Sif;enff;ajz½Sif;enff;

ajz½Sif;enff;ajz½Sif;enff;ajz½Sif;enff;

- qefYusifbuf0da&m"djzpfonfY ESpfzufvHk;udk tm;ay;í ½IaxmifYESpfrsdK;vHk;rS MunfY½I

Edkifatmif pDpOfay;oifhonf/

- wpfzufESifhwpfzuf em;vnfrI&½Sdatmif aqmif½Gufoifhonf/

- ]tu,fíom} ( If ) [laom tawG;rsdK;udk ESpfzufvHk;rS&½SdEdkif&ef jzpfonf/ ]tu,fíom}

[lonfhtawG;tac:onf tjcm;enf;vrf; (Alternative)udk ½SmazG&eftaxmuftuljyK

ygvdrfhrnf/

- yg0ifywfoufolrsm;udk olwdkYrnfodkYcHpm;&onfudk xkwfazmfcGifhay;&efvdkonf/

tqifY (2)tqifY (2)

tqifY (2)tqifY (2)tqifY (2)

Confrontationsjyif;xefrI 'kwd,tqifhodkY a&mufvmonf/ xdyfwdkufawGYqHkjcif; tajctaejzpfonf/ wpfzuf

zufrSavQmhay;&ef &nf½G,fcsufenf;yg;vmonf/ (Bigger blow-ups, frequent) rMumcPjzpfwwfNyD;

49


KNOWLEDGE

A1�

ajz½Sif;enf;ajz½Sif;enf;

ajz½Sif;enf;ajz½Sif;enf;ajz½Sif;enf;

- 0da&m"d0ef;usifudk aumif;aomtajctaewpf&yf a&mufatmifzefwD;&rnf/

- qefYusifbufjzpfonfh ]taMumif;t&m} udkomajz½Sif;NyD; vlyk*¾dKvf\cHpm;csufudk

rxnfh&yg/

- rajyvnfonfh tcsufrsm;udk pkyHkrxm;oihf/

- vGefuJaom tjyKtrlrsm;udk xdef;odrf;&efjzpfonf/

- tzGJUtpnf;\tusdK;? wm0ef,lrIudktajccHoifhonf/

ZifbmabGwGif a&mbwfrl*gbDESifh ½Sef*½GdKif;wdkY wpfBudrfu Confrontation BuD;rm;pGm

jzpfcJhMuao;onf/ wwd,tkyfpk\ 0ifa&mufn§dEIdif;rIjzifY yk*¾dKvfa&;tajccHrsm;udk z,f½Sm;umtawmf

n§dEIdif; aqmif½GufcJh&onf/ txufyg ajz½Sif;enf;rsm;udk vdkufemusifhoHk;EdkifcJhMuí ,cktcg

a&mbwfrl*gbDu or®w&mxl;ESifh ½Sef*½GdKif;u 0efBuD;csKyf

&mxl;udk rQa0&,lMuNyD; EdkifiHwm0efudktwlwuG

xrf;aqmifaeEdkifMuNyDjzpfonf/

tqifY (3)tqifY (3)

tqifY (3)tqifY (3)tqifY (3)

Full Scale WartjrifhqHk;aom 0da&m'dvu©Pmtqifh jzpfonf/

jzpfcJaomfvnf; xdktqifhodkY a&mufcJhvQif jyefvnfaphpyf

n§dEIdif;&ef tawmfcufcJoGm;NyD jzpfonf/ wpfOD;ESifhwpfOD;?

wpfzufESif hwpfzuf olEd kif? udk,fEd kifacsrIef;aom

tqifhjzpfonf/ Zero Sum Game [laom t<uif;rJh

tajctaejzpfonf/ wpfOD;EdkifwpfOD;½IH; &v'fxGufonf/ oD&dvuFmwGif tpdk;&ESifYusm;olykefwdkY

þtqifha&mufcJhMuí aemufqHk;tNyD;tjywf acsrIef;Mu&musm;olykefwdkY vHk;0½IH;edrfhysufpD;cJhonfh

wdkufyGJyHk? 0da&m"dvu©Pm ydkíjyif;xefvmygonf/ þtqifhwGif n§dEIdif;EdkifrI tawmfcufcJvmonf/

50


KNOWLEDGE

A1�

tajctaeodkY a&mufcJh&onf/ þtqifhwGif qHk;½IH;rI? ysufpD;rIwdkY BuD;rm;Muonf/ urÇmUppfrsm;

onfvnf; þtqifhtxda&mufí jzpfyGm;cJhMu&jcif;jzpfonf/

ajz½Sif;enf;ajz½Sif;enf;

ajz½Sif;enf;ajz½Sif;enf;ajz½Sif;enf;

þtqifYwGif ajz½Sif;&ef (Resolve) xuf Mum;0if

(Intervence) jzefajzjcif;rsdK;uom vufawGUwGif trSefwu,f

tvkyfjzpfaMumif; awGY&onf/

- tajctaetao;pdwfudk&,lNyD;aqmif½Gufonf/

- “Why” bmaMumifh[laom tajctaear;jref;jcif;

twGuf tcsdefr½SdawmY? ,kwådwefjcif;? aMumif;usdK;

qDavsmfjcif;wdkYxuf jyóemwpf&yf NyD;qHk;a&;

odkYom OD;wnfaqmif½Guf&rnfh tajctaersdK;jzpf

onf/

----- 0da&m'djzpfaom ESpfzuftwGuf&nfrSef;csufudk wdkufwGef;csrSwfay;NyD; oabmwlnDcsuf

udk &,l&rnfhtajctaejzpfonf/

- tjcm;aomjzpfNyD;udpö? jzpfqJudpö&yfwdkYudk ab;z,fxm;í &nfrSef;csufudkom ESpfzufvHk;

uydkítav;teufxm; aqmif½GufMuoifhonf/

pdwfqEónfomt"dupdwfqEónfomt"du

pdwfqEónfomt"dupdwfqEónfomt"dupdwfqEónfomt"du

tMuyftwnf;[lonf vlwdkif;? vlwdkif; rvGJraoGBuHKawGY&rnfh jyóemwpf&yf jzpfonf/

jyóemrsm;udkajz½Sif;&mwGif azmfjycJhaomtajccHenf;emwdkY ½SdMuaomfvnf; trSefwu,f

ta&;BuD;onfhtcsufrSm ]qE´} [laom ‘Will’ omjzpfonf/ ajyvnf&efqE´rSm ESpfbufwGif

trSefwu,f ½Sdae&rnfjzpfonf/ wpfOD;csif;tusdK;pD;yGm;xuf trsm;\tusdK;pD;yGm;udk OD;pm;ay;

pOf;pm;ygu ajyvnfEdkifzG,f&m½Sdonf/

51


KNOWLEDGE

A1�

pDrHcefYcGJrIaumif;jzifhom ajz½Sif;EdkifonfpDrHcefYcGJrIaumif;jzifhom ajz½Sif;Edkifonf

pDrHcefYcGJrIaumif;jzifhom ajz½Sif;EdkifonfpDrHcefYcGJrIaumif;jzifhom ajz½Sif;EdkifonfpDrHcefYcGJrIaumif;jzifhom ajz½Sif;Edkifonf

tdrfeD;csif;xdkif;EdkifiHwGif qlemrDwdkufcwfoGm;cJh\/ odef;*Pef;jzifhcsDaom vlwdkYaoqHk;

cJhMu&onf/ Mega-damage [laom tvGefBuD;rm;onfh ysufpD;rIMuD;jzpfyGm;cJh&onf/ xdkBuD;rm;aom

tMuyftwnf;udk ajz½Sif;Mu&mwGif tpdk;&-jynfol-tzGJUtpnf;rsm; yl;aygif;aqmif½GufrIjzifh

taumif;qHk; vkyfaqmifoGm;EdkifcJhMuojzifh xdkjzpfpOfwGif csD;usL;jcif;cHcJhMuonf/

- CMC (24-hour Crisis Communicaiton Center) udk csufcsif;zGJUpnf;vdkufonf/

-TAT – Tourism Authority of Thailand u jynfyEdkifiH (17) EdkifiH? jynfwGif; (22) ae&mwdkYü½Hk;cef;

rsm;zGifhí jzpfpOftao;pdwfudk tcsdefESifhtrQxkwfjyefcJhonf/

- oufqdkif&m0efBuD;rsm;? uRrf;usifolrsm;? tzGJYtpnf;rsm;rS wm0ef½Sdolrsm; csufcsif;awGUqHkí

Action Plan [laom ta&;,laqmif½GufrItpDtpOfudk csrSwfcJhMuonf/

- xdk Action Planonf a&wdk? a&½Snf? r[mAsL[mwdkYudk aumif;pGmNcHKiHkrdaomtpDtpOf jzpf rjzpf

jyefvnfoHk;oyfMuonf/

-tpdk;&-jynfolYvlrItzGJUtpnf;rsm;-toif;tzGJUrsm;rS tpnf;ta0;aygif; (2142) Budrfudk

tcsdefwdktwGif; jyKvkyfEdkifcJhMuonf/ (tzGJUtpnf;toD;oD;rS jyKvkyfcJhaom tpnf;ta0;

aygif; ta&twGufjzpfonf)

- yxrOD;qHk;aom xdkif;\c&D;oGm;vkyfief; jyefvnfemvefxa&;twGuf “Visitor Motivation” [laom {nfhonfrsm;\ pdwf"mwfvIHYaqmfa&;udk aqmif½Gufonf/

- TAT – Tourism Authority of Thailand rS t"duZmwfaqmiftjzpf ae&m,lNyD; “Smart MarketingCampaign” rsm;udk aqmif½Gufonf/

-wpfcsdefwnf;rSmyif ysufpD;rIrsm;udk tjrefqHk;jyifqifonf/ tajccHtaqmuftOD;rsm;

jyefvnfwnfaqmufonf/ tpdk;&-ukrÜPDBuD;rsm;rS aiGaMu;xnfh0ifíyl;aygif;

aqmif½GufMuonf/

-]aps;EIef;t"du} (Price-driven Marketing Strategy) udk toHk;jyKí ]wefzdk;enf;c&D;pOf} “Lowcost tour programme” rsm; ? “Fun Package” rsm;udk tav;xm;aqmif½Gufonf/

52


KNOWLEDGE

A1�

- CMC uWebsite wpfckudkwnfaxmifí jzpfysufrIrsm;udk tcsdefESifhtrQwpfurÇmvHk;udk

odaponf/

- rD'D,mtoHk;csrIudk us,fjyefYpGmaqmif½Gufonf/ CNN, MTV Southeast Asia, MTV IndiaponfwdkYtjyif tjcm;rD'D,mrsm;udk us,fjyefYpGmtoHk;jyKcJhonf/

pDrHcefYcGJrIaumif;ESifY BudKwifjyifqifrIpDrHcefYcGJrIaumif;ESifY BudKwifjyifqifrI

pDrHcefYcGJrIaumif;ESifY BudKwifjyifqifrIpDrHcefYcGJrIaumif;ESifY BudKwifjyifqifrIpDrHcefYcGJrIaumif;ESifY BudKwifjyifqifrI

BudKwifjyifqifjcif;onfyifvQif pDrHcefYcGJrIaumif;jzpfygonf/ jzpfvmEdkifonfrsm;udk

BudKwifarQmfawG;í jzpfvmonfhtcgwGifvnf; pDrHcefYcGJrIaumif;wdkYjzifh tMuyftwnf;udk

ausmfvTm;Mu&ygonf/ pDrHcefYcGJrIqdkonfrSm rdrdwpfOD;wnf;ay:pDrHcefYcGJrIrSonf tzGJUtpnf;rsm;tv,f

EdkifiHtqifh pDrHcefYcGJrIrsm;yg0ifygonf/ þtwGuf pDrHcefYcGJrIynm? tawGYtBuHK? rdrd\ynmESifh

udk,f&nfudk,faoG;wdkYudk aygif;pyftoHk;jyK&ygonf/

tem*wfonf BuD;rm;aomajymif;vJrIrsm;jzifY urÇmBuD;udkvnfywfaprnf[k avhvmolrsm;?

ynm½Sifrsm;u cefYrSef;xm;ygonf/ qef;opfrIwdkYudk pufrSvSnfhxkwfovdk toHk;jyKoGm;Murnf[kvnf;

qdkxm;onf/ þa&pD;aMumif;wGif vdkufygEdkif&ef ta&;BuD;onf/ þonfrSmyif oifhtwGuf

tMuyftwnf;wpfck jzpfvmygvdrfhrnf/ /

53


KNOWLEDGE

A1�

Managing People E-Book

tydkif;(2)tydkif;(2)

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

54


KNOWLEDGE

A1�

55


KNOWLEDGE

A1�

56


KNOWLEDGE

A1�

57


KNOWLEDGE

A1�

58


KNOWLEDGE

A1�

59


KNOWLEDGE

A1�

60


KNOWLEDGE

A1�

61


KNOWLEDGE

A1�

62


KNOWLEDGE

A1�

63


KNOWLEDGE

A1�

64


KNOWLEDGE

A1�

65


KNOWLEDGE

A1�

66


KNOWLEDGE

A1�

67


KNOWLEDGE

A1�

68


KNOWLEDGE

A1�

69


KNOWLEDGE

A1�

70


KNOWLEDGE

A1�

71


KNOWLEDGE

A1�

72


KNOWLEDGE

A1�

73


KNOWLEDGE

A1�

74


KNOWLEDGE

A1�

75


KNOWLEDGE

A1�

76


KNOWLEDGE

A1�

77


KNOWLEDGE

A1�

78


KNOWLEDGE

A1�

79


KNOWLEDGE

A1�

80


KNOWLEDGE

A1�

81


KNOWLEDGE

A1�

82


KNOWLEDGE

A1�

83


KNOWLEDGE

A1�

84


KNOWLEDGE

A1�

85


KNOWLEDGE

A1�

86


KNOWLEDGE

A1�

87


KNOWLEDGE

A1�

88


KNOWLEDGE

A1�

89


KNOWLEDGE

A1�

90


KNOWLEDGE

A1�

91


KNOWLEDGE

A1�

92


KNOWLEDGE

A1�

The End

93

A 1 Learning Technologies Group rS jzefUa0aom Investing, Business & Management

Digital Learning Kit (DLK) udkzwf½Iol pmzwfy&dwfowfrsm;xJrS pdwf0ifpm;ol rnfolrqdktm;

Green Learning Society Member tjzpf0ifa&mufEdkif&ef zdwfac:tyfygonf/

Member Requirements:

(i) Member Form tm; jynfhpHkpGm jznfhpGuf&ygrnf/

(Ä jyxm;aomae&mrsm;ü rjzpfraejznfh&ygrnf/ jynfhpHkpGmjznfhxm;aom Member Form rsm;

udkom “ rJEdIuf&mwGif” xnfhoGif;pOf;pm;ygrnf/

(i i ) jznfhpGufjyD;aom Member Form rsm;udk A 1 Learning Technologies Group odkUvludk,f

wdkifjzpfap? pmwdkufrSjzpfap? E-mail ([email protected]) odkUjzpfap

ay;ydkUEdkifygonf/

(i i i ) ay;ydkUaom Member Form rsm;tm; Member Card No. rsm;ESifhtwl Investing, Business

& Management Digital Learning Kit wGif azmfjyjyD;aemuf A 1 Learning Technologies

Group ü "gwfyHkwpfyHkESifhtwl vludk,fwdkifvma&muf xkwf,lEdkifygonf/

Member Benefits

(i) Green Learning Society Member rsm;xJrS 10 issue jyD;wdkif;rJEIdufí rJaygufoludk

“ Green Learning Society Lucky Member qk” udkay;tyfrnf jzpfygonf/

(ii) A 1 Learning Technologies Group rS tcgtm;avsmfpGm Seminar rsm;wGifvnf; “tcrJh”

wufa&mufEdkifrnf jzpfygonf/

(iii) A 1 Learning Technologies Group rS tcgtm;avsmfpGm aqmif&Gufaom Social Activity

rsm;wGifvnf; yg0ifEdkifrnf jzpfygonf/

Welcome to " Green Learning Society " 94

Green Learning Society Member Form

E-mail

Address

Phone No.

Current Job

OtherQualification

Education

Father’s name

Date of Birth

NRC.No

Photo

KNOWLEDGE


95

KNOWLEDGE


qef;opfvmonfh ynma&;tzGJUtpnf;rsm; qef;opfvmonfh ynma&;tzGJUtpnf;rsm;

qef;opfvmonfh ynma&;tzGJUtpnf;rsm; qef;opfvmonfh ynma&;tzGJUtpnf;rsm; qef;opfvmonfh ynma&;tzGJUtpnf;rsm;

(ygarmu©a'gufwmatmifxGef;ouf)(ygarmu©a'gufwmatmifxGef;ouf)

(ygarmu©a'gufwmatmifxGef;ouf)(ygarmu©a'gufwmatmifxGef;ouf)(ygarmu©a'gufwmatmifxGef;ouf)

ynma&;tzGJUtpnf;rsm; (educational institutions) udkpOf;pm;

oHk;oyfwJhtcg orm;½d k;uszG JUpnf;xm;onfh ausmif;om;rsm;?

aumvdyfrsm;? wuúodkvffrsm;udk pOf;pm;BurSmjzpfygw,f/ ynma&;

tzGJUpnf;rsm;\ ueOD;ZpfjrpfrSm bmoma&;taqmufttHkrsm;om

jzpfygw,f/ Oa&myrSm ynma&;taqmufttHkrsm;[m c&pf,mef

bmombkef;BuD;rsm;rS pwifay:aygufvmwmjzpfygw,f/ tckacwfrSm

urÇmausmfwJh Oxford

eJU Cambridge wuúodkvfawG[m trSefawmh

bkef;BuD;rsm;om jzpfygw,f/ 'DvdkygyJjyifopfrSm&SdwJh Sorbornewuúodkvf[mvnf; bkef;BuD;ausmif;tjzpf ueOD;rSm&yfwnfvmcJhwm

jzpfygw,f/ jrefrmjynfrSmvnf; a&S;,ciftcgu rifnDrif;om;awGa&m

&Gmom;awGyg ynmrsm;udkbkef;BuD;ausmif;rsm;rSm qnf;yl;oif,l

avhvmcJhBuygw,f/

rsufarSmufacwf wpfurÇmvHk;twdkif;twmeJU ,SOfjydKifae&csdefrSm orm;½dk;usynma&;tzGJUtpnf;

rsm;tjyif pD;yGm;a&;vkyfief;rsm;taeeJU udk,fydkifwuúodkvfaumvdyfrsm;udk zGifhvSpfxlaxmifvmwmawGudk

pdwf0ifpm;zG,fawGUcJh&ygw,f/ ½k½Sm;EdkifiH armfpudkjrdKUrSm&SdwJh a&tm;vQyfppfukrÜPDwpfckrSm tckvdkudk,fydkif

wuúodkvfwpfckzGifhvSpfjyD; vQyfppf"gwftm;udkoHk;pGJolrsm; p&dwfpuoufompGmeJU jzefUa0EdkifzdkUpDrHcefUcGJ

olrsm;udk oifBum;ay;vsuf&Sdygw,f/ tckvdkyJ b&mZD;EdkifiH Riode Janeiro rSm&SdwJh a&eHukrÜPD petrobas[m yifv,fork'´&matmufrSm&SdwJha&eHrsm;udk ajray:ta&mufpkyf,lxkwfvkyfrI enf;awGudkukrÜPDydkif

wuúodkvfrSm oifBum;vsuf&Sdygw,f/

96

KNOWLEDGE


twwfynmoifBum;rIeJUywfoufvdkU ukrÜPDrsm;taeeJU udk,fydkifwuúodkvf aumvdyfzGifhvSpfoifBum;rI[m

t&Sdeft[kefjrif hrm;aeygw,f/ tckcsdefrSm ukrÜPDrsm;zGif hvSpfxm;wJh wuúodkvfaumvdyfaygif;

4000cefU&SdaBumif; awGU&ygw,f/ ukrÜPDydkifwuúodkvfrsm;rSm ynm

oifBum;vsuf&SdwJh vlOD;a&[m4oef;&SdjyD; ta&twGuf[morm;½dk;us

wuúodkvfaumvdyfrsm;&JU ta&twGufxuf rMumrSDumvtwGif;

rsm;vmr,fvdkU cefUrSef;xm;wmawGU&ygw,f/

wpfcsdefwkef;utckvdk ukrÜPDydkifwuúodkvfaumvdyfrsm;udk

ukrÜPDBuD;awGom zGifhvSpfEdkifcJhayrJh tckacwfrSmawmh ukrÜPDwdkif;

vdkyif zGifhvSpfoifBum;vmBuygw,f/ orm;½dk;us wuúodkvfrsm;

aumvdyfrsm;vdk bGJU'D*&DawGay;tyfjcif;r&SdbJ umvwdkvkyfief;cGif

oifwef;rsm;udkom zGifhvSpfxm;wmawGU&ygw,f/ wcsdKUukrÜPDydkif

wuúodkvfaumvdyfrsm;rSm orm;½dk;uswuúodkvfaumvdyfrsm;eJU qufpyfqufoG,fxm;wmudkvnf;

awGU&ygw,f/ oifBum;rIeJUywfoufvdkU vufawGUvkyfief;rSm toHk;0ifrJhbmom&yfawGudk oifBum;

ydkUcsvsuf&Sdygw,f/

trSefawmh tckvdkukrÜPDydkifwuúodkvf aumvdyfrsm;zGifhvSpfrI[m topftqef;r[kwfygbl;/

vGefcJhwJhESpfaygif; (50) avmufuwJu tar&duefEdkifiH Illinois jynfe,fü urÇmausmftom;n§yfaygifrkefU

Hamburger udk xkwfvkyfa&mif;cswJh McDonald ukrÜPD[m Hamburger wuúodkvfwpfckudk zGifhvSpfcJhygw,f/

'DwuúodkvfrSm McDonald qdkifawGrSm wm0ef,lBuwJh pzdkrSK;awGudk Hamburger udkb,fvdkaBumfavSmf&r,f

tmvl;aMumfawGudk b,fvdkpDrH&r,fqdkwmawGudk oifBum;cJhygw,f/ vkyfief;cGifvdktyfcsufrsm;udk

orm;½dk;uswuúodkvffaumvdyfrsm; rjznfhqnf;EdkifwJhtwGuf tckvdkudk,fydkiftajzrsm; xkwfazmfvmcJhwm

jzpfygw,f/ ynma&;pepf&JU tm;enf;csufawGudk jznfhqnf;EdkifzdkUtwGuf zGifhvSpfvmcJhwmrsdK;awGvnf;

&SdcJhygw,f/ ta&;tzwftxdoifBum;&wm awGUcJhygw,f/ wcsdKUudk,fydkifwuúodkvfaumvdyfrsm;rSm

rdrdukrÜPD&JU r[mAsL[mvkyfxHk;vkyfenf;? enf;ynmawGudk oifBum;vsuf&Sdygw,f/

97

KNOWLEDGE


tckvdkwnfaxmifvmcJhwJh tajccHtaBumif;tcsufuawmh

rdrd&JU0efxrf;awG&JU t&nftaoG;t&nftcsif; wdk;wufzGHUjzdK;rSK[m

ukrÜPD&JUjydKifqdkifrSKtajcaeudk taxmuftuljzpfapEdkifwmudk

vufcHvmjcif;yJ jzpfygw,f/ vkyfief;tzGJUpnf;rsm;u tckvdk

rapmifha&SmufEdkif&if jydKifqdkifwJhae&mrSm usef&pfaemufusrSmudk

pdk;&drfpdwfylaeBuygw,f/

tckvdkukrÜPDrsm;&JU udk,fydkifwuúodkvfaumvdyfawG[m

yH kpHtrsd K;rs d K;&yfwnfaewm awGUjrif&ygw,f/ emrnfBuD;

tar&duefukrÜPD Genernal Electronic (GE) eJU *smrPDEdkifiHu

Simemens ukrÜPDwkdU[m udk,fydkifausmif;rsm;udk urÇmtESHU

wnfaxmifzGifhvSpfxm;wmudk awGUjrif&ygw,f/ Motorola ukrÜPDu xlaxmifxm;wJhwuúodkvfrsm;[m

urÇmtESHU½Sd½HkrubJ wpfyHkpHxJjzpfatmif zefwD;xm;wmawGU&ygw,f/ jyifopfukrÜPD GDF-Sueg [m

ol&JUwuúod kvfaumvdyfrsm;ud k oufqd kif&mEd ki fiHa'otajctaevdkufjyD; vGwfvGwfvyfvyf

vIyf&Sm;cGif h jyKxm;wm awGU&ygw,f/ ½k½Sm;Ed kifiHrSm&S dwJ h Oboronpron ukrÜPD&JU wuúodkvf[m

wnfae&mtwnfwusr&SdbJ rdrdukrÜPD½Hk;cGJawG &SdwJhae&mawGqD oifwef;q&mawGudk apvTwfjyD;

tkyfcsKyfoifBum;rIyHkpHrsm;udk usifhoHk;wmawGU&ygw,f/ jrefrmjynfvufudkifw,fvDzkef;aps;uGufrSm

xkd;azmuf0ifvmwJh w½kwfukrÜPD Huawei [m w½kwfEkdifiH&JU jrdKUawmfjzpfwJh qD*sif;jrdKUrSmwuúodkvf

taqmuftOD;wpfckudk BuD;us,fcef;em;pGm aqmufvkyfzGifhvSpfcJhygw,f/

tckvdk qef;opfvmwJhynma&;zGJUpnf;rIyHkpHrsm;udk tm&Swdkuf? ta&SUOa&my? vufwiftar&duef?

tmz&duEkdifiHrsm;ü ydkrdkíawGU½Sd&ygw,f/ tdEd,EdkifiH e,l;a'vDjrdKUrSm&SdwJh urÇmausm f IT ukrÜPDwpfckjzpfwJh

Infosy &JU ukrÜPDydkifwuúodkvftaqmuftOD;&JUwefzdk;[m tar&duefa':vm (120)oef;ausmfavmuf&SdjyD;

aemufxyfcsJUxGifrSK tpDtpOft&a':vm oef;aygif; (150)cefU tukefcHzdkU&nf½G,fxm;wmawGU&ygw,f/

,if;ukrÜPD0efxrf; 14000 ausmftwGuf wpfOD;csif;twGuf ½kH;cef;ay;xm;½Hkru uGefysLwmwpfvHk;pDudk

98

KNOWLEDGE


vnf;xkwfay;wm awGU&ygw,f/ oifBum;rSKtm;vHk;udk Internet uwpfqifhyd kcsvsuf½Sdygw,f/

oif½dk;nTef;wrf;eJUywfoufvdkU xl;jcm;wJhyHkpHeJU azmfxkwfxm;wmawGU&ygw,f/

ukrÜPDrSm wm0ef,laewJh pufrSKtif*sifeD,mawGudk tqifhjrifhuGefysLwm bGJU'D*&DeJUtqifhjrifhwJh

oifwef;rsm;ay;cJhjyD; jyóemtajz&SmazGrI enf;pepfrsm;eJUtajccHqufoG,fqufqHrIynmrsm;udk

oifBum;ydkUcsEdkif&ef wuúodkvfq&maygif;&mcsDí oifwef;rsm;oifBum;cJhygw,f/ wpfcsdefwkef;u

vkyfief;twGuf vdktyfrJ huRrf;usif0efxrf;rsm;? vkyfom;rsm;udk wuúodkvfrsm;? aumvdyfrsm;?

ausmif;rsm;rSwdkuf½dkuf &,lEdkifcJhygw,f/ ,ckacwfürI tckvdktqifhoifhr½SdEdkifawmhbJ vdktyfwJh

uRrf;usifrSKrsm;udk rdrdukrÜPDtwGif;ü avhusifazmfxkwfcdkif;&ef usdK;pm;aqmif&Guf&efvdktyfvmygw,f/

wuúodkvfaumvdyfrsm;rSm arG;xGufcJhwJhbGJU&rsm;udk csufcsif;vufiif;tqifoifh roHk;EdkifwmwdkU

ay;EdkifpGrf;r&SdwmawGU&Sd&ygw,f/ wpfzufrSm vkyfief;tawGUtBuHK&SdolawGtrsm;pk[m rBumrSDtcsdeftwGif;

tjidrf;pm;,lBuawmhrSmjzpfwmwdkU olwdkUrSm&SdwJh wefzdk;rjzwfEdkifwJhtodynmawG? tawG;tBuHKawG[m

qHk;½HI;oGm;awmhrSmjzpfygw,f/ ynmwwfrsm;vdktyfrI[m zGHUjzdK;qJEdkifiHrsm;rSm ydkívdktyfaewmawGU&ygw,f/

tdEd,EdkifiHrSm tif*sifeD,mbGJ&rsm;teuf 25%? pm&if;udkifbGJ&rsm;teuf15%? wuúodkvfbGJU&rsm;teuf

10%rQom EkdifiHjcm;ukrÜPDrsm;rSm tvkyfvkyfEdkifwJh t&nftcsif;rsm;&Sdwm awGU&ygw,f/

'DbGJU&awG[m enf;ynmqdkif&m uRrf;usifrIawG&SdayrJh

tpktzGJUeJUvkyfEdkifwJh t&nftcsif;? qufqHa&;? qufoG,frI

ynmawGr&SdwJhtjyif pmawGUynmawGudkom&SdjyD; vufawGU

vkyfief;cGif jyóemudkajz&Sif;EdkifpGrf; r&SdwmudkawGU&

ygw,f/ tckxufydkqdk;wJhtajctaeudk b&mZD;EdkifiHrSm

awGUBuHKae&ygw,f/ ukrÜPDrsm;rSm tvkyf0ifvmwJh

0efxrf;awG[m tajccHuRrf;usifrIawGr&SdwmrdkU ta&;

tzwftwGuftukefvHk;udkukrÜPDrS wm0ef,ljyD;oifBum;

aeBu&ygw,f/

99

KNOWLEDGE


'DtajctaeawGaBumifh ukrÜPDrsm;[m udk,fydkifwuúodkvfaumvdyfrsm; zGifhvSpfwnfaxmifvmBuyg

w,f/ 'Dajymif;vJrI[mtrSefawmh wdk;wufrIwpf&yfomjzpfygw,f/ 0efxrf;rsm;&JU t&nftaoG;

jr§ifhwifay;rSKeJUywfoufwJh &if;ESD;jrSKyfESHrSKawGu tusdK;tjrwf&&Sdaewm awGU&ygw,f/ orm;½dk;usynma&;

tzGJUtpnf;rsm;&JU tm;enf;csufawGudk ausmfvTm;EdkifcJhygw,f/ 'Dvdkjzpfay:vmwmudk orm;½dk;uswuúodkvf

aumvdyfrsm; taeeJU rauseyfuswmawGU&ygw,f/ ukd,fydkifwuúodkvfaumvdyfrsm;udkvnf; a0zefaeBuwm

awGU&ygw,f/ b,fvdkyJa0zefa0zef? b,fvdkyJuefUuGufuefUuGuf? ukrÜPDrsm;&JU ukd,fydkifwuúodkvf

aumvdyfawGtckxufydkjyD; jyefUyGm;rsm;jym;vmrSm aocsmvSygw,f/ /

100


KNOWLEDGE

A1�

atmifjrifrItwGuf uGef,ufatmifjrifrItwGuf uGef,uf

atmifjrifrItwGuf uGef,ufatmifjrifrItwGuf uGef,ufatmifjrifrItwGuf uGef,uf

a'gufwmcifarmifndKa'gufwmcifarmifndK

a'gufwmcifarmifndKa'gufwmcifarmifndKa'gufwmcifarmifndK

uGef,ufqdkwmbmvJ/ wpfa,mufeJUwpfa,muf qufEG,faewJh

qufoG,frIudk ajymwmygyJ/ 'DuGef,uf[m wdkuf½dkuftusdK;jyKcsifrS

jyKr,f/ oG,f0dkufjyD; csrf;omrIawGudk &csifvnf;&apr,f/ 'gayrJh

uGef,uf[m tifrwefta&;BuD;w,f/ vli,fawGtwGuf

t"duxm;&Sif;jyvdkygw,f/

arG;uif;puav;wpfa,muftwGuf uGef,ufudkpOf;pm;Bunfh

&atmif/ ol[mrdcifwpfa,mufxJudkyJ odw,f/ qdkvdkwmuolUudk

EdkUcsdKwdkufauR;olukdyJ olodwmygyJ/ aq;½HkrSmarG;&ifawmh ol[mq&mrukd odcsifodr,f/ ol&JUtouf&Sif

&yfwnfa&;[mEd kUcs d Kwd kufauR;olawGeJU qufpyfaew,f/ ESpfa,mufxJ&S dwJ h qufoG,fa&;udk

uGef,ufvdkUrac:vnf;&ygw,f/ 'gayrJh enf;enf;av;BumvmwmeJU olrSmcspfolcifolawG rsm;vmjyDav/

tzdk;awGtzGm;awGu ayGUBucsDBur,f/ nDtpfudkarmifESrawGuvnf; olUudkvmacsmhr,f/

aq;0efxrf;awGuvnf; Buufn§macsmif;qdk; umuG,faq;? qHkqdkUemumuG,faq; ar;cdkifumuG,faq;awGeJU

ywfoufjyD;xdk;wmawG&Sdr,f/ t½dk;aysmwJh ydkvD,dkaq;awGudkvnf; tpufcswdkufauR;wmawG&Sdr,f/ olu

vltrsm;BuD;eJU yufoufvmjyDjzpfw,f/ tcsdKUBuawmhvnf; uav;xdef;wJh emeDBuD;awGeJUae&ao;w,f/

aemufawmholudk trnfay;uifyGef;wyfawmhwmyJ/ wifarmifodef;xGef;vif; touf(120) &Snfapaomf

ponfjzifhZmwmawGzGJUawmhw,f/

'g[marG;uif;puav;wpfa,muf&JU uGef,uferlemwpfckygyJ/ 'DuGef,ufaumif;avav

uav;twGuf tcGifhtvrf;aumif;avavygyJ/ taetxdkif tpm;taomuf usef;rma&;[muGef,ufay:

tawmfav;wnfaewmudkawGU&r,f/ 'Dae&mrSm rdcifuGef,ufuvnf; ta&;BuD;w,f/

101


KNOWLEDGE

A1�

uav;xdef;wJhenf;awG? aq;jrD;wdkawG trsm;BuD;aygh/ [kwfwmr[kwfwmxuf rdcifudk0dkif;ulolawG

[mtrsm;BuD;yJav/ uav;rSmvnf; cspfolcifolawGtrsm;BuD;&Sdw,f/ vlwumudkjyHL;&,fjywwfwJhuav;udk

trsm;cspfwmyJr[kwfvm;/ 'Dae&mrSmajym&tHk;r,f/ rcspfrcif oHa,mZOfawGeJU rwG,fwmayrJh

taygif;toif;awG trsm;BuD;&Sdao;w,f/ 'guawmh rmuufwif;vkyfwJholawG? ypönf;xkwfolawG

pwdk;qd kifawGaygh/ uav;wpfa,mufarG;vm&if uav;tm[m&? uav;avaq;? tm;aq;?

'dkif,mygvdkao;cH? acs;cH? twGif;cHabmif;bD/ upm;p&m pwJhta&mif;aps;onfawG[m uGef,ufBuD;

jzpfvmw,f/

'gawGudk uRefawmfajymaewm uGef,ufudkoabmaygufatmifyg/ b,folrS wpfa,mufxJtxD;xD;

touf&Sif&yfwnfzdkUrvG,fbl;/ touf&Sif&yfwnfvdkUvnf;r&ygbl;/ tifrweftcuftcJ&Sdw,f/

rdrdpm;aomufaewJh qefwpfaphudkrdrd rvkyfEdkifbll;/ pyg;pdkufEdkifonfxm;? qefjzpfatmifBudwfcGJ&r,f/

qefjzpfvmw,fxm; tkd;vdkr,f/ aemufawmht0wf? b,fvdkvkyfjyD;tpm;tpmeJU t0wfawGudkudk,fwdkif

xkwfvkyfvdkU&rSmvJ/ xkwfEdkifonfxm; xnfxnf0g0gawmh&rSmr[kwfbl;/

uRefawmfwdkUaewJhwdkufawG tdrf,mawGudkvltrsm;BuD; wnfaqmufxm;ay;wmyg/ 'gawGudk

wpfa,mufxJvkyfvdkU r&wmudktm;vHk;odBurSmyg/ igydkufqHay;vdkU&wmygvdkU ajym&ifvnf;pOf;pm;Bunfhyg/

ydkufqHqdkwm b,fu&vJ/ ydkufqHqdkwm b,folawGu

wDxGifxm;vJ/ ydkufqHqdkwm tvG,fwulzvS,fvdkU&wJh

uGef,ufxJut&m0wÅKwpfck r[kwfvm;/ wpfa,mufwnf;

&SdwJh uRef;wpfuRef;rSm aeBunfhygvm;/ ydkufqHwdkU a&TaiGwdkU

qdkwm wefzdk;&SdrSmr[kwfbl;/ ol[mvnf; obm0ypönf;wpfck

trIdufawGom jzpfaerSmaygh/ uGef,ufryg&ifbmrS vkyfvdkU

r&bl;/

'gqdk&if uGef,ufawGudkoabmaygufEdkifMujyDjzpfrSmyg/

102


KNOWLEDGE

A1�

]]"euGef,uf}}

"euGef,uf[m ta&;MuD;qHk;xJrSmygw,f/ vlawGuajymw,f

tacRt&HwJh/ acRrS&Hw,fvdkU ajymavh½SdMuygw,f/ ay;urf;pGefUMuJ

wmudkajymwmyg/ ]]ay;urf;jcif;jzifhatmifjrif&m\}} qkdwJhpum;½Sdw,f

r[kwfvm;/ "eudkyxrwnfaqmufzdkUtwGuf uGefjzL;½Syfuvnf;

ajymygw,f/ rdwfaqGaumif;rsm;aygif;oif;&r,f/ aqGrsdK;nmwumrsm;udk

axmufyHh&wm[m r*Fvmwpfyg;vdkUvnf; Ak'üa[mMum;cJhygw,f/

'Dawmh "euGef,uf[m tifrweftoGm;xufygw,f/ aumif;&mudkvnf;

vkyfvdkU&ovdk raumif;wmudkvnf; vkyfvdkU&ygw,f/ i,fi,f½G,f½G,feJU olaX;jzpfoGm;wJhbDvf*dwf

taMumif;odMurSmyg/ ol[m [m;Awfwuúodkvfudk wufcGifh&ayrJh jyD;qHk;wdkifatmifrwufcJhbl;/

]]ynm½Smae&if uRefawmfaemufusoGm;r,fazaz? uRefawmfhudktvkyfvkyfcGifhjyKyg}}

]]rif;bGJU,lwJhyGJudkawmh tazwufcsifygw,f}}

tazu om;&,fausmif;qufwufygvm;/ tazuom;udkbGJU&wJhtxd qufwufapcsifw,f/

om;bGJU,lwJhyGJudk taz0rf;ajrmuf0rf;om wufcsifygw,fvdkU olajymcsifwmyg/

'Dawmh bDvf*dwfujyefajymcJhw,f/ ]]taz om;uwday;ygw,f/ wpfaeUrSm taztJ'DbGJU,lwJhyGJudk

tazwuf&rSmyg}}wJh/ zcifMuD;[m bmrSrwwfEdkifawmhbJ cGifhjyKvdkuf&w,f/ bDvf*dwf[m ausmif;u

xGufjyD; rdkufc½dkaqmhzf ukrÜPDudkwnfaxmifEdkifcJhw,f/ urÇmheHygwfwpf bDvsHemolaX;MuD; jzpfvmcJhw,f/

'DtcgrSm ol½SdwJhaiGawGxJu ':vmoef;axmif*Pef;xdudk r,fvif'g-*dwfazmifa';½Sif;qdkjyD;

tvSL'geawGvkyfawmhwmyJ/ 'Dae&mrSm xl;jcm;csufwpfck½Sdw,f/ tJ'gu olU&JUtvSLawG[mrGefjrwfw,f

qdkjyD;awmh aemufolaX;wpfa,mufu olwdkUazmifa';½Sif;rSm yg0ifvmwmygyJ/ azgifa';½Sif;qkdwm

y&[dwtzGJUqdkwmudk oabmaygufrSmygyJ/ 'DolaX;trnfuawmh ]]0g&if;bwfzwf}}ygyJ/ ]]0g&if;bwfzwf}}

[murÇmhtcsrf;omqHk;olaX; eHygwfwpfae&m udk tMudrfMudrf&zl;olyg/

103


KNOWLEDGE

A1�

ol&,f ]]bDvf*dwf}}wdkU[m wpfvSnfhpDeHygwfwpfae&mudk &½SdcJhygw,f/ vwfwavmrSmawmh

b&mZD;vfu olaX;wpfa,mufeHygwfwpf ae&ma&mufaew,fvd kUqk dw,f/ b,fvd k jzpf jzpf

'DolaX;MuD;]]0g&if;bwfzwf}} tifrwefaumif;wJh tMuHaumif;OmPfaumif;awG½SdwJholyg/ tvSnfhoifhwJhtcg

olUtaMumif;a&;jyygOD;r,f/ olu bDvf*dwf&JUvkyf&yfudk axmufcHw,f/ 'DvdkaxmufcH½H kru

olU&JUaiGaMu;awGxJu a':vmoef;wpfaxmifausmfudk ]]bDvf}}&JU]]r,fvif'g-*dwfazmifa';½Sif;

xJudkxnfhvSLcJhw,f/ 'Dvdkatmifjrifcsrf;omwJh ]]bDvf*dwf}}[m aemufqHk;rSm [m;Awfwuúodkvfu

csD;jr§ifhwJha'gufwmbGJUudk&½SdoGm;cJhygw,f/ olU&JUbGJU,lwJhtcrf;tem;rSm zcifMuD;udk wufa&mufzdkU

zdwfMum;cJhygw,f/

]]taz uRefawmfuwdwnfygw,fAsm}} wJh olbGJU,lpOfrSm ajymcJhwmyg/

'gudk wpfcsdKUuawmh "etiftm;vdkUqdkMurSmyg/ 'gvnf;rSefygw,f/ 'gayrJh uGef,ufwnfaqmuf

vQifawmh ydkjyD;atmifjrifwmygyJ/ rdrdydkifwmawGudk wpfa,mufwnf;oHk;r,f rdom;pkwpfckwnf;twGufyJ

oHk;r,fqdk&ifawmh xdyfqHk;xdatmifra&mufEdkifygbl;/

]]rdwfaqGuGef,uf}}

"euGef,ufvdktyfovdk rdwfaqGawG½SdwJh uGef,uf[mta&;MuD;

w,f/ ydkjyD;ta&;ygw,fvdkUawmif qdkEdkifygw,f/

Ak'üdk ½SiftmeE´muar;owJh/

]]t½Sifbk&m; rdwfaqGaumif;½Sd&if t&mrSeforQ wpf0ufcefUjyD;pD;

w,fqdkwm rSefygovm;}}

]]rrSefygbl;tmeE´m rdwfaqGaumif;½Sd&if t&mcyfodrf;rSeforQ

jyD;jynfhpHkw,f tmeE´m}}wJh/ 'Dawmha½S;tcguwnf;u rdwfaqGawG[m ta&;MuD;aMumif;odMuwm xif½Sm;

w,f/ pifumylEkdifiHudkMunfhyg/ trsm;u yGJpm;EdkifiHvdkUac:Muw,f/ rSefvnf;rSefygw,f/

104


KNOWLEDGE

A1�

pifumyl&JU vkyfief;awGtm;vHk;[m 0efaqmifrIawGomjzpfw,f/ oifb,fvdkyJ0efaqmifrI

ay;wmaumif;aumif; rdwfaqGaumif;r½Sd&if ]]b,fvlUudkay;&r,f? b,fvdkay;&r,f? b,fae&mrSm

ay;&r,f? bmawGay;&r,f}} qdkwmrsdK;awGudkem;vnfzdkUcufcJrSmygyJ/

1960 ckESpfrsm;upifumyl[m rav;½Sm;EdkifiHuaecGJxGufawmh acgif;aqmifjzpfwJh ]]vDuGrf,k}}[m

nnawGrSm tdyfvdkUr&bl;vdkUqdkw,f/ ]]uRefawmfhrSm ydkufqHvnf;r½Sdbl;/ ynmwwfawGvnf;

vHkvHkavmufavmuf r½Sdbl;}}wJh/ oluacwfrDwdk;wufwJh EdkifiHwpfckwnfaqmufzdkUajymaewmyg/ aemufqHk;

olatmifjrifoGm;w,f/ b,fvkdatmifjrifwmvJ/ rdwfaqGrsm;xHutultnDeJU rdrd&JUtMuHaumif;

OmPfaumif;awGudk aygif;pyfjyD;csrf;omwJhEdkifiHwpfcktjzpf wnfaqmufvmEdkifwmyg/

ppf½IH;wJh*syefEdkifiHaum/ yxrolU&JU aygaygavmavmypönf;awGudk vlawGrMudKufbl;/ 'Dae&mrSm

]]uGef;rif;}} (Cumming ) qdkwJh yk*¾dKvfu*syefudk a&mufvmw,f/ 'Dae&mrSm ol[m*syefvlrsdK;awG&JUp½dkufeJU

udkufnDwJh TQM ( Total Quality Management ) udk *syefukrÜPDawGxH vufqifhurf;EdkifcJhw,f/ Innovatevkyfw,fvdkU

qkdEdkifygw,f/ tJ'DtcsdefupjyD; *syefawG&JUypönf;awG[m t&nftaoG;jynfh0 pdwfcs&wJhypönf;awGjzpfvm

cJhw,f/ 'geJUyJ*syef[m urÇmUaps;uGufrSm ae&m&vmawmhwmygyJ/

20 &mpkaESmif;ydkif;txd *syefypönf;awG&JU aps;uGuf[mxdyfwef;rSm½Sdaeygw,f/ ,aeUwdkifvnf;

*syefum;awG[m urÇmhtv,frSm ae&m&aeqJjzpfw,f/ wHcg;ydwfxm;jcif;[m rdwfaqGeJwmygyJ/

]]wHcg;udk zGifhxm;yg/ avaumif;avoefUawG&ygr,f/ tykwfeHU0ifvmrSmpdk;wmeJU jywif;aygufawGudk

rydwfxm;ygeJU}}wJh w½kwfacgif;aqmifMuD; ]]wdwfa½Smifydef}}uajymoGm;wmyg/

w½kwf[m wHcg;zGifhvdkufwJhtwGuf rdwfaumif;aqGaumif;rsm; uGef,uftMuD;MuD;jzpfvmw,f/

'Dtwdkif;ta½SU*smrPDudkvnf; Oyrm,lEdkifygw,f/ 'gawGtm;vHk;[m pD;yGm;a&;uGef,ufawGeJUqufEG,f

aewmudk ajymwmygyJ/

aemufwpfvrSm vlrIa&;uGef,uf Social Network taMumif;qufvufwifjyoGm;rSmjzpfygw,f/

/ /

105


KNOWLEDGE

A1�

vlOD;a&t& w½kwfEdkifiHonf urÇmay:ü vltrsm;qHk;aexdkifaom EdkifiHjzpfjyD;oef;aygif; 1300ausmf

½dSum urÇmhvlOD;a&\ ig;yHkwpfyHkcefUjzpfonf/ vlOD;a&ysHESHYaexdkifrIudkavhvmygu rdk;av0oaumif;rGefí

ajrqDBoZmBuG,f0um yifv,fxGufayguf½Sdaom EdkifiHta½SUydkif;jrpf0uRef;ay: urf;ajca'orsm;üom

trsm;qHk;aexdkifBuonf/ vklOD;a& 80% cefUrSm EdkifiH\20% cefUom½Sdaom ta½SUbufvGifjyifüaexdkifBujyD;

awmawmifxlxyfí ajrrsufESmoGifjyif cufcJBurf;wrf;aom EdkifiHtwGif;ydkif;a'orsm;ürl vlaeBuJyg;Buonf/

w½kwfEdkifiHü [efw½kwfvlrsdK;onf t"duvTrf;rdk;aomvlrsdK;BuD;jzpfjyD; vlOD;a& (90%) cefU&Sdonf/

wdkif;&if;om;vlrsdK;pk (50)ausmf&Sd&m jrpfzsm;a'orsm;? awmifay:ukef;jrifha'orsm;ESifh taemufbuf

oJuEÅm&a'orsm;ü BuJjyefUpGmaexdkifBuonf/

w½kwfEdkifiHtm; EdkifiHa&;yx0D0if ½IaxmifhrSavhvmjcif;w½kwfEdkifiHtm; EdkifiHa&;yx0D0if ½IaxmifhrSavhvmjcif;

w½kwfEdkifiHtm; EdkifiHa&;yx0D0if ½IaxmifhrSavhvmjcif;w½kwfEdkifiHtm; EdkifiHa&;yx0D0if ½IaxmifhrSavhvmjcif;w½kwfEdkifiHtm; EdkifiHa&;yx0D0if ½IaxmifhrSavhvmjcif;

(tydkif; 2)(tydkif; 2)

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

OD;udkudkvdIiOD;udkudkvdIi

OD;udkudkvdIiOD;udkudkvdIiOD;udkudkvdIif

106


KNOWLEDGE

A1�

yx0D0if tcsuftvufrsm;rS azmfxkwfcsufrsm;yx0D0if tcsuftvufrsm;rS azmfxkwfcsufrsm;

yx0D0if tcsuftvufrsm;rS azmfxkwfcsufrsm;yx0D0if tcsuftvufrsm;rS azmfxkwfcsufrsm;yx0D0if tcsuftvufrsm;rS azmfxkwfcsufrsm;

w½kwfEkdifiH\ yx0Dtcsuftvufrsm;rS aygif;pnf;jcHK,loHk;oyf&ygu yxrqHk;awGUjrifEkdifonfh

tcsufrSm w½kwfEdkifiHonf t&G,ftpm;ESifhvlOD;a&t& tvGefBuD;rm;onfhEdkifiHjzpfonfhtwGuf tiftm;BuD;

EdkifiHtjzpf&yfwnfaejcif;yifjzpfonf/ w½kwfordkif;wpfavsmuf ESpfaygif;axmifESifhcsDí pOfqufrjywfwnf&Sd

cJhaom EdkifiHBuD;jzpfum urÇmUA[dkcsufr wdkif;jynfBuD; (Middle Kingdom) [líyif w½kwfwdkUu,if;wdkU\

wdkif;jynfudk wifpm;ac:a0:cJhBuonf/ ppftiftm;aumif;vSí w½kwfEdkifiHudk odrf;ydkufEdkifcJhaomrGef*dkrsm;yif

xkxnfcdkifrmvSonfh w½kwf,Ofaus;rIxJü aysmf0ifoGm;cJh&onf/ 19&mpkodkUwdkifatmif urÇmhtiftm;MuD;jzpfcJhjyD;

taemufEdkifiHe,fcsJUrsm;\ wdk;wufaomenf;ynmudk r,SOfEdkifonfhtwGuf 20&mpkwGifbHkuRefjzpfcJh&jyD;

avmu"H\tedrfhydkif;umvrsm;ESifh BuHKcJh&onf/

odkUaomf w½kwfEdkifiH\BuG,f0aom o,H

ZmwESifh vltiftm;t&if;tjrpfwdkUu EdkifiHa&;

tcGifhtcgoifhonfESifh tiftm;BuD;xGm;vm&ef

cdkifcdkifrmrm taxmuftulay;vsuf&Sdonf/ ordkif;

aBumif;tqufquf w½kwfEdkifiHtay: zdpD;aeonfh

t"dupdefac:rIonfum; tjcm;r[kwf/ ,if;\

BuD;rm;vSaom vlOD;a&udk 0vifatmifauR;arG;

apmifha&SmufEkdifa&; jyóemyifjzpfonf/ EdkifiH{&d,m

\ (15%) cefUompdkufysdK;EdkifjyD; ,if;{&d,mrsm;

üyifvltrsm;pku aexdkifBuav&m vlOD;a&wdk;rsm;

vmonfESifhtrQ pdkufysdK;ajrenf;yg; vmonfh

jyóemESifh BuHKae&onf/ xdkaBumifh ajrusOf;usOf;

wGif txGufEIef;rsm;rsm;&aprnfh pdkufysdK;a&;pepf

(Intensive Farming) udkOD;pm;ay;&onf/

107


KNOWLEDGE

A1�

jrdKU½Gmrsm;üvnf; ajruGufvyfrukefatmif pdkufysdK;onfh (Urban Agriculture) pepfudkvnf;usifhoHk;

ae&onf/ ,cktcgenf;ynmwdk;wufrIESifh pepfusaompDrHudef;rsm;aBumifh w½kwf\BuD;xGm;vmaom

vlOD;a&udkEdkifeif;pGm auR;arG;Edkifvsuf&Sdaomfvnf; twdwfurl w½kwfEdkifiHonf iwfrGwfacgif;yg;rI

uyfab;rsm;ESifh rBumcPBuHKawGUcJh&onf/ txl;ojzifh e,fcsJUvufatmufuscJhjyD; EdkifiHtiftm;csdeJUcJhonf/

19&mpkESifh 20&mpkumvrsm;wGif w½kwfEdkifiHonf tm½S\vlrrmonfBuD; (Sick Man of Asia)[kqdk&avmufatmif iwfrGwfqif;&JcJhonf/

þodkUqif;&Jjcif; iwfrGwfjcif;rsm;ESifh

umvBum&Snf BuHKawG&jcif;uyif? w½kwf

vlrsdK;wdkU\ tEÅ&m,farQmfrSef;um acRwm

pkaqmif; jyifqifwwfaomtavhtusifh?

tvkyfudkBudK;pm;vkyfudkifrI aiGaBu;csrf;om

BuG,f0rIudk tav;xm;jrwfEdk;aomwefzdk;

xm;rIponfUtrsdK;om;a&; p½dkufvu©Pm

rsm;udkay:xGef;apcJhonf[k qdkEdkifonf/

rnfodkUyifjzpfap w½kwfEd kifiH\vlOD;a&

Bu D ;x Gm ;w d k ;wufvmaeonfE Si f htr Q

pm;eyf&du©mvdktyfcsuf ydkrdkBuD;xGm;vmrnf

jzpf&maemifwGifjynfyrS pm;eyf&du©mwifoGif;

&rIydkrdkrsm;jym;vmzG,f&Sdonf/

108


KNOWLEDGE

A1�

w½kwfEdkifiH\ r[mAsL[mtrsdK;om;vHkjcHKa&;ESifh ywfoufíavhvmygu EdkifiH\tESpfydkif;

(Core of the country ) tcsuftcsma'oonf EdkifiHta½SUjcrf; urf;ajca'ojzpfonf/ ,if;a'oü

ajrmufbufjcrf;wGif EdkifiHa&;t&tpdk;&½Hk;pdkuf&m ayusif;jrdKUawmf&SdjyD; awmifbufjcrf;ü pD;yGm;a&;

A[dkcsufjzpfonfh &Sef[dkif; jrdKUawmf&Sdonf/

Ed ki fi H\pufrIvkyfief;rsm;xGef;um;&m txl;pD;yGm;a&;ZH krsm;rSmvnf; ,if;urf;ajcwpf

avQmufüomjzpfonf/ xdkUtjyif t"dupdkufysdK;a&;rSmvnf; ta½SUbufurf;ajc jrpf0uRef;ay:

a'orsm;jzpfonf/ vlOD;a&trsm;qHk;ESifh vlolxlxyfqHk; ae&mrsm;rSmvnf; ,if;a'oyifjzpfonf/ xdkUaBumifh

usefa'oonf w½kwfEdkifiH\ t"dutusqHk;tESpfyd kif;a'o[k qdk&jcif;yifjzpfonf/ xdktjyif

urÇmESifhqufoG,fonfh yifv,fqdyfurf; ESifh yifv,fxGufaygufrSmvnf; þa'oyifjzpfonf/

vHkjcHKa&;½Ia'gifhrSBunfhygu þodkUaom EdkifiH\tESpfydkif;a'oudk vHkjcHKatmifumuG,fa&;rSm trsdK;om;

vHkjcHKa&;\ t"duOD;pm;ay;vkyfief;jzpf\/

odkUaomfxdkodkUvHkjcHKatmif umuG,fa&;twGuf

t"du tm;enf;csufrSm ,if;a'oonf

½SnfvQm;us,fjyefUaom yifv,furf;ajc

½SdaejyD; &efol\urf;wuf wdkufcdkufrIudk

vrf;zGif hxm;ay;&onfhES,f jzpfaejcif;

yifwnf;/ a&S;,cifurl w½kwfEdkifiHtwGuf

t"dutEÅ&m,frSm ukef;wGif;ydkif;rS rGef*dkwyfrsm;

jzpfí r[mwHwdkif;BuD;jzifh ,if;tESpfydkif;

a'oudkumuG,fcJh&onf/

109


KNOWLEDGE

A1�

odkUaomf rdkifaomif;csD½SnfvQm;aom yifv,furf;

ajcudkrl wHwdkif;cwfír&Edkifacs/ odkUjzpf&mw½kwfEdkifiH

twGufcdkifrmawmifhwif;aom yifv,fjyifumuG,fa&;

ESifhurf;ajcapmifh Bunf;? a&? av? wyfzGJUrsm;wnfaqmuf

xm;&e fvd konf/ wpfcs de fwnf;r Smyi f &e fol\

ydwfqdkUrIcH&ygu tjcm;wpfzufrSyifv,fodkU xGufEdkif&ef

r[mAsL[mt&efxGufaygufwpfck wnfaqmufxm;&ef

vdkonf/ ,if;xGufayguftwGuf toifhavsmfqH k;

enf;vrf;rSm jrefrmEdkifiHrSjzwfí tE´d,ork'´&modkU

xGuf&efyifjzpf\/ ,cktcgurÇmay:ü a&wyftiftm;

tBuD;rm;qHk;jzpfjyD; av,mOfwifppfoabFm tkyfpkBuD;rsm;udk

yd kifqdkifxm;onf/ tar&duefEdkifiHESifh w½kwfwdkU\

qufqHa&;rSm udk&D;,m;uRef;qG,f wif;rmrIudktaBumif;

jyKum,dk,Gif;rIrsm;&SdvmcJhjyD; tar&duefppfoabFm

tkyfpkrsm;u w½kwfurf;vGefwGif a&muf&S daeBu&m þudpörSmw½kwfwdkUtwGuf yd krd ktav;xm;

pOf;pm;zG,f&mjzpfonf/

a&aBumif;ukefoG,frIvrf;aBumif;t& Bunfhyguvnf; w½kwfyifv,ftqifhqifhrS rvuúm

a&vufBum;udkjzwfum tdE´d,ork'´&m? ajrxJyifv,f ponfwdkUudkjzwfí w½kwfEdkifiH\t"du

aps;uGufBuD;jzpfaom Oa&myrSwqif h twÅvwÅdwfud k jzwfum tar&duwdkufta½SUjcrf;od kU

ukefpnfydkUaqmifa&;rSm tvGef&Snfvsm;vSonf/ w½kwfEdkifiH\rsufESmpmrSm urÇmuRef;BuD; (World Island)\ta&SUbufodkU rsufESmvSnfhxm;jyD; Oa&myrsufESmpmESifh ausmcsif;uyfjzpfae&m? ukefpnfydkUaqmif&mü

em;&GufudkaemufrSywfí udkif&onfhES,f&Sdonf/ xkdtjyifw½kwfwdkUtwGuf a&eHESifhukefBurf;o,HZmw

trsm;tjym; 0,f,lwifoGif;ae&onfh ta&SUtv,fydkif;a'oESifh tmz&duwdkufwdkUrSmvnf; ,if;\

aemufaBumydkif;wGifjzpfae&m w½kwftwGufvkHjcHKí ydkrdkxdk;azmufaom r[mAsL[mjzwfvrf; vdktyfaeonf/

110


KNOWLEDGE

A1�

jrefrmEdkifiHüvnf; ppfawG-ulyif "mwfaiGU-a&eH ydkufvdkif;ESifh ,SOfwGJyg um;vrf;? &xm;vrf;rsm;udk

azmufvkyfrnfh pDrHudef; pwifvkyfaqmifvsuf&Sd&m ,if;pDrHudef;onf w½kwfEdkifiHtwGuf r[mAsL[m

toufaoG;aBumwpfck [kqdkEdkifayawmhonf/ /

þodkUjzifh ,cktcgtdEd,ork'&mtwGif;ü w½kwfwdkUu r[mAsL[mt& yifv,furf;ajcwpfaxmuf

em;&yfqdyfurf;rsm; wnfaqmufvmcJh&m ? ygupöwefEdkifiH? oD&dvuFmEdkifiHESif hb*Fvm;a'h½SfEdkifiHwdkUü BuD;rm;

aom yifv,fqdyfurf;BuD;rsm;udk wnfaqmufvmcJhBuonf/ ,if;odkUqdyfurf;rsm; tpDt&DwnfaqmufaerIudk

taemufwdkif;avhvmolrsm;u w½kwfwdkU\ykvJoG,f (String of Pearls) pDrHudef;[kuifyGef;wyfcJhBuonf/

111


KNOWLEDGE

A1�

pOf;pm; awG;awm MuHq wDxGif vkyfief;½SifpOf;pm; awG;awm MuHq wDxGif vkyfief;½Sif

pOf;pm; awG;awm MuHq wDxGif vkyfief;½SifpOf;pm; awG;awm MuHq wDxGif vkyfief;½SifpOf;pm; awG;awm MuHq wDxGif vkyfief;½Sif

&Jjrifh(pGefUOD;wDxGif)&Jjrifh(pGefUOD;wDxGif)

&Jjrifh(pGefUOD;wDxGif)&Jjrifh(pGefUOD;wDxGif)&Jjrifh(pGefUOD;wDxGif)

pGefUOD;wDxGifvkyfief;½Sifonf pD;yGm;a&;vkyfief;rsm;

udk vkyfudkifaomvlwpfOD;jzpf&m tcsdefjynfhvdkvdkyif

pD;yGm;a&;vkyfief;udk aqmif½Gufaeolyifjzpfonf/ xdkUjyif

rdrd\pD;yGm;a&;vkyfief;wdk;wufrIESifh wdk;wufrIjzpfpOfrsm;

udk tjrJpOf;pm;awG;awmMuHqaeolvnf; jzpfayonf/

pGefUOD;wDxGifvkyfief;½Sifonf 4if;\b0udkwDxGif

zefwD;jcif;? pD;yGm;a&;vkyfief;wGif pdefac:aeaom

tcuftcJjyóemrsm;udk ajz½Sif;jcif;? tcsdefjynfhvIyf½Sm;

½kef;uefaqmif½Gufaejcif;ESifh ,if;odkUaomaqmif½GufrI

rsm;tay: rdrd\vkyfaqmifrIrsm;udk auseyfESpfouf

*kPf,ljcif;wdkUjzifh rdrd\b0udkzefwD;aeolyifjzpfayonf/ pGefUOD;wDxGifvkyfief;½Sifonf wDxGifzefwD;rIrsm;

udk aqmif½Guf&mü tEkynmqdkif&m zefwD;rIrsm;? odkUr[kwf odyÜHqdkif&mwDxGifzefwD;rIrsm;ESifh tvm;o@ef

wlayonf/ taMumif;rSm tEkynm½SifodkUr[kwf odyÜHynm½SifwdkUonf rdrdwdkU\ynmydkif;qdkif&mwkdUudk

wDxGifzefwD;Mu&mü rdrdwdkU\udk,fydkif pOf;pm;awG;ac:rIrsm;udk taumiftxnfazmfMujcif;jzpf&m

pGefUOD;wDxGifvkyfief;½Sifonfvnf; rdrd\udk,fydkiftawG;tac:rsm;udk vufawGUtaumiftxnf

azmfEdkifjcif;yif jzpfayonf/

pGefUOD;wDxGifvkyfief;½Siftaejzifh xl;jcm;csufwpfckrSm pD;yGm;a&;vkyfief;rsm;twGuf pOf;pm;awG;ac:í

ay:aygufvmaom tMuHtpnfopfudk vufawGUazmfaqmif&mwGif tcuftcJt[efUtwm;rsm;pGmudk MuHK&

wwfMuonf/ ,if;tcuftcJrsmudk ausmfvTm;Edkif&efrSm tvkyfudkrqkyfrepf ZGJvHkUvjzifhvkyfudkifjcif;?

aiGaMu;ydkif;qdkif&m pGefUpm;rIrsdK;udk&,ljcif;wdkjzifh ajz½Sif;Edkifayonf/ ,if;odkUajz½Sif;&eftwGuf pD;yGm;a&;

112


KNOWLEDGE

A1�

vkyfief;½Sifonf rdrdudk,fydkifpGrf;tifESifh rdrdudk,frdrd pnf;urf;wus

pDrHcefUcGJwwfzdkUvdkayonf/

atmifjrifaom pD;yGm;a&;vkyfief;½Sifrsm;onf rdrdusifvnf

aeaom todkif;t0dkif;wGifodu©m½Sd½S djzifh rdrdudk,frdrdauseyf

aewwfMuayonf/ taMumif;rSmrdrdonf pD;yGm;a&;vkyfief;½Sif

wpfOD;taejzifh vlom;rsm;udk tvkyftudkif½SmazGay;EdkifpGrf;½SdjyD;

wpfzufwGifvnf; vlom;rsm;twGuf vdktyfaomukefypönf;rsm;

ESifh aqmif½GufrIvkyfief;rsm;udk jznfhqnf;ay;Edkifonf [laom

todaMumifhyif jzpfayonf/ pGefUOD;wDxGifvkyfief;½Sif\ vkyfaqmif

rIrsm;onf Oya'ynm½Sif? q&m0efrsm;? ausmif;q&mrsm;ESifh pm&if;ynm½Sifrsm;\ vlom;rsm;tay:

tusdK;jyKrIrsm;xuf romvGefapumrl avsmhenf;rIr½Sdonfudk pGefUOD;wDxGifvkyfief;½Sifrsm;u od½Sdxm;

Mu&efvdktyfayonf/

pGefUOD;wDxGifvkyfief;½Sifonf rdrd\pD;yGm;a&;vkyfief;udk pepfwusaqmif½Gufwwfygu

atmifjrifrIrsm;&½SdjyD; ,if;atmifjrifrIrsm;udk csD;jr§ifhrI ajrmufrsm;pGmuvnf; MudKvifhaewwfMuayonf/

þpmtkyfudk zwf½Iolrsm;onf urÇmausmfpGefUOD;wDxGifvkyfief;½SifMuD;rsm; jzpfMuaom Colgate ? FordJetty ESifh Rockefeller wdkUudk od½SdjyD;jzpfMu&m ,if;olaX;wdkUonf pGefUpm;OD;aqmifwDxGifMuHqjcif;jzifh

ypönf;Opöm"ersm;udk ajrmufrsm;pGmpkaqmif;&½SdMuav&m 4if;wdkUonf½kyfydkif;qdkif&m tjrwfaiGaMu;rsm;udk

&½Sdonfhtjyif pGefUpm;OD;aqmifwDxGifMuHqrIaMumifh atmifjrifrI&½SdMuonfqdkonfh todOmPfudk wefzdk;jzwf

ír&atmif &½SdoGm;Muayonf/

,if;tajctaersdK;wGif pGefUOD;wDxGifvkyfief;½Siftaejzifh wdwdususbmawGvkyf&rnfudk pOf;pm;&ef

vdktyfayonf/

113


KNOWLEDGE

A1�

,if;odkUpOf;pm;&mwGif atmufygtcsuf (5)csufonf pD;yGm;a&;vkyfief;½Sif vkyfaqmif&rnfh tcsufrsm;

jzpfayonf/

(1) ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk od½SdjrifEdkifpGrf;½Sdjcif;?

(2) ,if;tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,ljcif;?

(3) rdrdvkyfudkifonfh pD;yGm;a&;vkyfief;twGuf t&if;tESD;rsm;udk pkaqmif;jcif;?

(4) wDxGifMuHqrIudk pwifvkyfaqmifjcif;?

(5) rdrdtoHk;jyKrnfh tvkyform;rsm;ESifh ukefxkwfvkyfrIvkyfief;udk pnf;½Hk;pkpnf;jcif;?

xdktcsuf(5)csufudk jrefrmEdkifiH½Sd pD;yGm;a&;vkyfief; pGefUOD;wDxGifvkyfudkifoltaejzifh od½Sdoabmayguf

vdkufemusifhoHk;Edkifa&;twGuf atmufygtwdkif; tus,fazmfjytyfygonf/

1/ ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk1/ ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk

1/ ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk1/ ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk1/ ywf0ef;usiftajctaewGif½Sdaom tcGifhtvrf;rsm;udk

od½SdjrifEdkifpGrf;½Sdjcif; od½SdjrifEdkifpGrf;½Sdjcif;

od½SdjrifEdkifpGrf;½Sdjcif; od½SdjrifEdkifpGrf;½Sdjcif; od½SdjrifEdkifpGrf;½Sdjcif;

pGefUOD;wDxGifvkyfief;½Sifonf ywf0ef;usiftajctaewGif½Sdaeaom

tcGifhtvrf;rsm;udk cdkifrmwdusaom enf;vrf;jzifhtjrJwHkUjyefrI

jyKae&ayrnf/ tcGifhtvrf;rsm;udk jrifwwfMum;wwfjyD; avhvm

wwf&rnf/ xdkUjyif ,if;tcGifhtvrf;rsm;ESifh oufqdkifaom

A[kokwrsm;udkvnf; &,lwwf&rnf/ pGefUOD;wDxGifvkyfief;½Sifonf

,if;tcGifhtvrf;rsm;udk wpfckcktoHk;cswwf&efrSm ta&;MuD;qHk;

tcsufyifjzpfonf/

Oyrmtm;jzifh ½kyfjrifoHMum;tpDtpOfwGif atmifjrifaeaomarG;jrLa&;vkyfief;wpfckudk awGUjrif&onf

qdkygpdkU/ ,if;tpDtpOfudk arG;jrLa&;vkyfief;vkyfudkifaeolrsm; Munfh½IrdMuaomfvnf; ,if;pepfwus

arG;jrLa&;yHkpHtwdkif; vkdufvkyfolrsm;½SdcsifrS½Sdayrnf/ a,bk,stm;jzifh rdom;pk½dk;&marG;jrLa&;vkyfief;rsm;

udkom vkyfudkifMuonfjzpf&m 4if;wdkUtaejzifh ywf0ef;usiftajctaeuay;aom tcGifhtvrf;\

tusdK;aus;Zl;rsm;udk &,l&efarhavsmhaewwfMuayonf/ pGefUOD;wDxGifvkyfief;½Sifrsm;onf xdkolrsm;ESifh

rwl&ay/ txl;ojzifh rdrdMunfh½IodjrifcJhaom pepfwusarG;jrLa&;vkyfief;wGif ay;aeonfhtajctaeaumif;

114


KNOWLEDGE

A1�

rsm;udk tusdK;tjrwf&½SdrnfhbufodkU ajymif;vJEdkifpGrf;½Sd&rnf/ Oyrmtm;jzifh toHk;jyKaomukefMurf;rsm;

aps;EIef;csdKompGm &½SdEdkifrnfhenf;vrf;rsm;udk pOf;pm;wwf&ayrnf/

2/ tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,lEdkifjcif;2/ tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,lEdkifjcif;

2/ tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,lEdkifjcif;2/ tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,lEdkifjcif;2/ tcGifhtvrf;rsm;udk toHk;csEdkif&eftwGuf pGefUpm;rI&,lEdkifjcif;

pGefUOD;wDxGifvkyfief;½Sifonf &½SdonfhtcGifhtvrf;rsm;udk toHk;cs&eftMuHtpnfopfrsm;udk

taumiftxnfazmf&eftwGuf pGefUpm;&rnfhtcsuftvufrsm;udkvnf; wGufcsuf&ayrnf/ pGefUpm;rIonf

tcGifhtvrf;&½SdEdkifrI? odkUr[kwf raocsmra&&mrIudk vu©Pmjywwfayonf/ tu,fírdrdvkyfaqmifrnfh

pD;yGm;a&;vkyfief;onf pGefUpm;rItwdjzpfaevQif ,if;pD;yGm;a&;vkyfief;rS xGufay:vmrnfhpD;yGm;a&;

&v'fonf raocsmra&&monfh oabmaqmifwwfonf/ wpfenf;tm;jzifhpD;yGm;a&;vkyfief;onf

atmifjrifcsifvQifvnf; atmifjrifrnf/ qHk;½IH;vQifvnf; qHk;½IH;wwfayonf/

pGefUOD;wDxGifvkyfief;½Sifonf rdrdvkyfudkifrnfh pD;yGm;a&;vkyfief;twGuf pGefUpm;rIrsm;udkwGufcsufaom

tcgwGif atmifjrifrItwGufa&m qHk;½HI;rItwGufyg jzpfvmEdkifrnfhtcuftcJ jyóemrsm;tay: MudKwif

cefUrSef;wGufcsufxm;&ef vdktyfayonf/ ,if;cefUrSef;csufrsm;tay:tajccHí pGefUOD;wDxGifvkyfief;½Sifonf

pD;yGm;a&;vkyfief;udk qufvufvkyfaqmif&ef? odkUr[kwf rvkyfaqmif&ef qHk;jzwf&ayrnf/ tu,fí

qHk;½IH;EdkifonfhtcGifhtvrf;rsm;udk jrifodygvQufESifh pD;yGm;a&;vkyfief;udk qufvufvkyfaqmif&ef

qHk;jzwfcsufcsygu pGefUOD;wDxGifvkyfief;½Siftaejzifh pGefUpm;rIrsm;udk aqmif½Guf&ayrnf/

pD;yGm;a&;vkyfief;atmifjrif&mwGif pD;yGm;a&;vkyfief;aqmif½Gufaeonfh 0efxrf;rsm;\t&nftaoG;

aumif;rGefrIay:rlwnfonfudk owdjyK&ayrnf/ Oyrm - vuform;aumif; wpfa,mufonf cdkifcHhaom

tdrfrsm;ESifh 0if;x&Hrsm;udkwnfaqmuf&mwGif aqmufvkyfa&;ukrÜPDucsrSwfxm;aom Oya'? vkyfxHk;

vkyfenf;rsm;udk vdkufem&ovdk okawoet&m½Sdonfvnf; rdrdvkyfief;atmifjrif&eftwGuf

jyXmef;xm;aom okawoevkyfxHk;vkyfenf;rsm;ESifh enf;vrf;rsm;udk tjrJvdkufem&ayrnf/ odkU&mwGif

pD;yGm;a&;vkyfief;aqmif½Guf&mü atmifjrifrI? odkUr[kwf qHk;½IH;rItwGuf wGufcsuf&efESifh xdef;csKyf&efrSm

vGefpGmrsm;jym;jyD; cufcJonfudkowdjyK&ayrnf/

,if;cufcJonfh tcsuftvufrsm;wGif aps;uGufonfvnf;wpfcktygt0if jzpfayonf/

rdrdukefypönf;rsm;tm; 0,f,lol\pdwftvkdqEúdk MudKwifcefUrSef;wGufcsufjcif;onf tvGefcufcJaom

115


KNOWLEDGE

A1�

vkyfief;wpf&yfyifjzpfonf/ ta&mif;qdkifay:wGif ],aeU ta&mif;oGufaeaom ypönf;wpfckonf

reufjzefwGifpifay:üzkefwufaeonf} qdkonfhta&mif;qdkif\ qdk½d k;pum;udkowdjyK&ayrnf/

ukefypönf;wpfck\ 0,fvdktm;udkxdcdkufapaomtcsufrsm;rSm jydKifqdkifrI½Sdjcif;? 0,f,lolrsm;\

MudKufESpfoufrIESifh vkdtyfcsufrsm;ajymif;vJjcif; 0,f,lolrsm;\aiGydkíoHk;pGJEdkifrI? odkUr[kwf avQmhíoHk;pGJrI

jzpfvmatmifzefwD;onfh taxGaxGtjym;jym;aom pD;yGm;a&;tajctaersm; ½Sdaeonfudk pGefUOD;wDxGif

vkyfief;½Siftaejzifh owdjyK&ayrnf/

pGefUOD;wDxGifvkyfief;½Siftrsm;pkonf rdrdvkyfudkif&rnfh

vkyfief;½HI;rnfudk aMumuf½GHUMuojzifh rnfonfhpGefUpm;rIvkyfief;rsdK;

udkrqdk a½SmifMuOfwwfMuayonf/ ,if;pD;yGm;a&;vkyfief;½Sifrsm;rSm

rnfonfhtcgrQ &mEIef;jynfhatmifjrifrI r&½SdwwfMuay/ tcsdKUaom

pGefUOD;wDxGifvkyfief;½Sifrsm;onf qHk;½IH;rItcGifhtvrf;rsm;xuf

atmifjrifrItcGifhtvrf;rsm;udk ydkrdktm½HkpdkufjyD; rSef;qwGufcsufwwf

Muojzifh pGefUpm;rIjyKwwfMuayonf/

odkU&mwGif pGefUOD;wDxGifvkyfief;½Sifrsm;onf rdrdvkyfudkifaom

pD;yGm;a&;vkyfief;\ qHk;½IH;Ekdifrnfh tvm;tvmrsm;udk tjrJ&ifqdkif&ef tqifoifhjzpfaeap&rnf/ pGefUOD;wDxGif

vkyfief;½Siftrsm;pkonf 4if;wdkU\udk,fydkifMudK;pm;tm;xkwfrIjzifh pD;yGm;a&;vkyfief; vkyfudkif&if;

awGU½Sd&aomqif;&J'ku©rsm;udk ausmfvTm;atmifjrifatmif aqmif½GufEdkifaMumif; oufaoom"ujycsif

wwfMuay&m rdrdudk,frdrd,HkMunfrI rdrd\tawG;tac:rsm;udk ,HkMunfrIwdkUjzifh pD;yGm;a&;vkyfief; qdkif&m

pGefUpm;rIrsdK;udk aqmif½GufwwfMuayonf/

useftcsuf(3)csufudk aemufvrsm;wGif qufvufa&;om;wifjyoGm;rnf jzpfygonf/ /

116


KNOWLEDGE

A1�

117


KNOWLEDGE

A1�

118


KNOWLEDGE

A1�

119


KNOWLEDGE

A1�

120


KNOWLEDGE

A1�

,aeUacwftzGJUtpnf;rsm;ESifh xda&mufaomacgif;aqmifrIyHkpH,aeUacwftzGJUtpnf;rsm;ESifh xda&mufaomacgif;aqmifrIyHkpH

,aeUacwftzGJUtpnf;rsm;ESifh xda&mufaomacgif;aqmifrIyHkpH,aeUacwftzGJUtpnf;rsm;ESifh xda&mufaomacgif;aqmifrIyHkpH,aeUacwftzGJUtpnf;rsm;ESifh xda&mufaomacgif;aqmifrIyHkpH

a'gufwmatmifausmf (0gPdZÆaA')

e,fy,ftoDoD;&Sd tzGJUtpnf;rsm;wGif acgif;aqmifrI tcef;u@\

ta&;ygrIudk ynm&Sifrsm;? pma&;q&mrsm;u trsdK;rsdK;wifjycJhBuonf/ Fred Davidu ol\Strategic Management, 2008 pmtkyfwGif acgif;aqmifrI\ ta&;ygyHkudk

atmufygtwdkif;wifjyxm;ygonf/

]]vlwpfa,mufonf A[kokwenf;ygí vkyfaqmifcsufuvnf; nHhzsif;onf?

qHk;jzwfcsufcsEdkifpGrf;vnf;r&Sdonfhtjyif rnfhonfht&mudkrSatmifjrifatmif

vkyfaqmifEdkifpGrf;vnf;r&Sdyg? odkU&mwGif xdkolonfomrefvufatmufi,fom;

wpfOD;jzpfygu tzGJUtpnf;tm;xdcdkufrItenf;i,fom jzpfapEdkifygonf/

tu,fí tzGJUtpnf;udkOD;aqmifaom acgif;aqmifjzpfolonf rnfrQyif

ÓPfaumif;í xufjrufaomyk*¾dKvfjzpfygap? rnfrQatmifjrifonfholjzpfjyD;? rnfrQA[kokwESifh

jynfhpHk<u,f0ygap? tusifhp½dkufaumif;rGefjcif;ESifh ajzmifhrwfrSefuefjcif;r&Sdygu xdkyk*¾dKvfonf

tzGJUtpnf;wGif;½dSt&mtm;vHk;udk zsufqD;oGm;ayvdrfhrnf xdkolonftzGJUtpnf;\ tzdk;wefaom

tiftm;rsm;jzpfonfh vlrsm;\pdwf"mwf? vufatmufi,fom;rsm;\ pGrf;&nfudkzsufqD;jypfjyD; xdkrSwqifh

tzGJUpnf;wpfckvHk;\pGrf;aqmif&nfudk atmufqHk;txdusqif;oGm;ayvdrfhrnf/ tzGJtpnf;wpfckvHk;\

pdwf"mwfjrif hrm;aumif;rGefygu acgif;aqmif\pdwf"mwf jrif hrm;aumif;rGefrIaBumif h jzpfjyD;

tzGJUtpnf;wpfckvHk;\ pdwf"mwfedrfhusysufpD;aeygu acgif;aqmifvkyfol\pdwf"mwf edrfhusysufpD;

rIaBumifhomjzpfayvdrfhrnf/}}

121


KNOWLEDGE

A1�

Fred David wifjycJ haomt,ltqudk tzG JUtpnf;wpfcktaeESif h

vnf;aumif; Ed kifiHwpfEd kifiHtaejzif hvnf;aumif; oHk;oyfqifjcif

BunfhEdkifygonf/ atmifjrifíwdk;wufaeaom tzGJUtpnf;ESifhEdkifiHrsm;\

aemufuG,fü acgif;aqmifaumif;&S dovdk qkwf,kwfusqif;aeaom

tzGJUtpnf;ESifhEdkifiHrsm;\ aemufuG,fwGif acgif;aqmifqdk;rsm;&Sdaeygonf/

xdkaBumifh acgif;aqmifwpfa,mufonf tzGJUtpnf;wpfck(odkU) EdkifiH

wpfck\uHBur®mudk zefwD;Edkifonf[kqdkEdkifygonf/

acgif;aqmifaumif;wpfa,muf[lonf tzGJUtpnf;wGif;&Sd vufatmufi,fom;rsm;ESifh pdwfa&m

udk,fygwpfom;wnf; jzpfae&ygrnf/ vufatmufi,fom;rsm;udk wpfqifhedrfhonf[k ,lqxm;aom?

cdkif;p&mowÅ0grsm;uJhodkU jyKrIaqmif&Gufavh&Sdaomacgif;aqmifonf vufatmufi,fom;rsm;ESifh pdwfa&m

udk,fyguif;uGmaeaom acgif;aqmifqdk;wpfa,mufomjzpfayvdrfhrnf/ jrefrmrIe,fy,fwGifvnf;

acgif;aqmifaumif;wpfa,muf &Sdoifhaomvu©Pmrsm;udk em,u*kPf (6) yg;wGif þodkUazmfjyxm;yg

onf/

" x<uEdk;Bum;? oem;onf;cH? a0zefaxmuf½I? þajcmufck BuD;olacgif;aqmifusifh0wfom "vkyfief;wm0efESifh ywfoufí xx<u<u Edk;Edk;Bum;Bum;&SdjyD;? i,fom;rsm;udkvnf;onf;cHcGifhvTwfwwf

í trSm;trSefa0zefnTefjyEdkifaom? a&SUa&;udkBudKwifajr§mfjrif axmuf½IpOf;pm;Edkifaom *kPft*Fg&yf&Sd&rnf

[líazmfjyxm;onfudk awGUjrifEdkifygonf/

rnfonfhtzGJUtpnf;e,fy,fwGifrqdk atmifjrifaomacgif;aqmifrIonf [efcsufnDatmif

xdef;&aom qD;aqmwpfckuJhodkU usifhoHk;&ygonf/ wpfbufwGif tvkyfjyD;ajrmufatmif vkyfaqmif&rI&SdjyD;

tjcm;wpfbufwGif vufatmufi,fom;rsm;udk aysmf&TifpGmjzifhtvkyfjyD;ajrmufap&ef aqmif&GufEdkifjcif;[k

t"dyÜm,fzGifhqdk&rnfjzpfygonf/

122


KNOWLEDGE

A1�

vufatmufi,fom;rsm;[kqdk&mü ¤if;wdkUudkwpfOD;csif;

taejzifhjrifEdkifovdk? tkyfpktaeESifhvnf;jrifEdkifygonf/ xdkaBumifh

John Adair u¤i f ;\ (Action-Centre Leadership Model) ü

xda&mufaomacgif;aqmifrIonf (1)tzGJUtpnf;\tvkyfjyD;ajrmufrI?

(2)tkyfpkvdkufaysmf&TifpGm vkyfudkifaqmif½GufEdkifrI? (3)vlwpfOD;csif;

vdktyfrIudk jznfhqnf;ay;EdkifrI tcsuf(3)csufudk [efcsufnDatmif

xdef;Edkif&rnf[k qdkcJhygonf/ wpfenf;tm;jzifh acgif;aqmifjzpfol

onf ¤if;tcsuf(3)csufudk wpfckrSrvGwfap&ef odkif;uGufeif;ouJhodkU ajymif;a&TUeif;wwf&rnf/

rnfonfhtcsdefwGif rnfonfhtuGufudk eif;&rnfudkodae&ygrnf/

þae&mwGif acgif;aqmifvkyfoltrsm;pk\ trSm;rSmtuGufra&TUyJwpfae&mwGif pk&yfaejcif;jzpfyg

onf/ tzGJUtpnf;wGifacgif;aqmifrIvkyf&mwGif tvkyfjyD;ajrmufatmifvkyf&onf/ vufatmufi,fom;rsm;

nDnGwfaysmf&Tifatmifxm;&onf/ wpfOD;csif;pD\vdktyfcsufudkvnf; jznfhqnf;ay;&onf/ þodkU

acgif;aqmiftrsm;pkonf tvkyfjyD;ajrmufrIudkomtcsdefwdkif; OD;pm;ay;aejyD; usefonfh(2)ckwGif

tm;enf;aeonf (odkU) tkyfpkudk nDnGwfatmifxdef;zdkUom tm½kHpdkufvHk;yef;jyD; usefonfhtcsufrsm;

udk*½krjyKrdjcif;rsm;rSm jrifawGUaeusaom trSm;rsm;jzpfygonf/ trSefjzpfoifhonfrSm vkyfief;jyD;ajrmuf&ef

ta&;BuD;aeonfhtcsdefwGif usefonfhtkyfpkvdkufpnf;vHk;aysmf&TifrIESifh wpfOD;csif;pD\vdktyfcsufudk

*&krpdkufEdkifaomfvnf; vkyfief;udpö ta&;rBuD;onfhtcsdefrsm;wGif tkyfpkwGif;nDnTwfaysmf&Tifap&ef

ygwDyGJrsm;? npmpm;yGJrsm;(odkU) bk&m;zl;c&D;pOfrsm;pDpOfay;jcif;jzifh tkyfpkwGif;nDnTwfpnf;vHk;aysmf&TifrIudk

xdef;odrf;jcif;? (odkUr[kwf) ta0;oifpmar;yGJajz&ef&Sdol? rdb? om;orD; aeraumif;olrsm;tm;cGifhay;jcif;?

apmapmtvkyfrSjyefvTwfjcif;jzifh wpfOD;csif;pD\vdktyfcsufudk wwfEdkiforQjznfhqnf;ay;jcif;jzifh

vdktyfovdk[efcsufnDatmif aqmif½Gufay;&rnfjzpfygonf/

vufatmufi,fom;rsm;ESifh pdwfa&mudk,fyg wpfom;wnf;jzpfap&eftwGuf acgif;aqmiftaejzifh

rdrd\pdwfoabmxm;ESifhtjyKtrludk ajymif;vJ&rnfjzpfygonf/ [dkt&ifacwfuJhodkU acgif;aqmifutukef

123


KNOWLEDGE

A1�

vHk;odítukefvHk;udk xdef;csKyftrdefUay;&rnf[laom t,ltqrSm

ajymif;vJoGm;jyDjzpfygonf/ Situational Leadership Theory t&

,aeUacwf½IyfaxG;í vsifjrefpGmajymif;vJaeaomurÇmBuD;wGif

t&mt&mudktukefvHk;odjrifaom acgif;aqmif[lír&SddEdkifawmhyg/

ajymif;vJawGUBuHK&aom tajctaewpfckpDtvdkuf em;vnf

wwfuRrf;odjrifaom A[kokwynmrsm;rSm tzGJUtpnf;\

tqifhqifhwGif&Sdaom vufatmufi,fom;rsm;ü&SdaeEdkifBujyD;

acgif;aqmiftaejzifh ¤if;A[kokwtodtjrifrsm;udk tzGJUtpnf; twGuftusdK;&Sd&SdazmfxkwftoHk;cs

Edkif&efvdktyfygonf/ ,cifacwfESifh,aeUacwf acgif;aqmiftawG;tjrifajymif;vJ&ef vdktyfyHkudk KiyoshiSuzaki [lonfh *syefpma&;q&mynm&Sifu atmufygtwdkif;wifjyxm;ygonf/

(1) vkyfief;uRrf;usifrItay:

oabmxm;

(2) owif;tcsuftvuftay:

xm;½Sdonfh oabmxm;

,cifacwf

orm½dk;usacgif;aqmifrI

vkyfief;ydkif;qdkif&muRrf;usif

rItm;vHk;udki,fom;rsm;tm;

roifjy

owif;tcsuftm;vHk;udkrnf

oludkrQray;yJarmifydkifpD;xm;

onf

,aeUacwf

wdk;wufaomtjrif½Sdonfh

acgif;aqmifrI

vkyfief;ydkif;uRrf;usifrItm;vHk;

udkvufatmufi,fom;rsm;tm;

rjcGif;rcsefoifjyay;onf

owif;tcsuftvuftm;vHk;udk

vufatmufi,fom;rsm;tm;today;

½Sif;vif;ajymjyay;onf

124


KNOWLEDGE

A1�

Suzaki wifjyoGm;yHkudk avhvmjcif;jzifh ,aeUacwftzGJU

tpnf;rsm;wGif acgif;qmifyk*¾dKvfrsm;onf rdrdwdkU\

oabmxm;ESifh jyKrIaqmif&GufyHkrsm;udk acwfESifhavsmfnD

atmifajymif;vJ&ef vdktyfjyD[koHk;oyfEdkifygonf/

,aeUacwftzGJUtpnf;rsm;ESifh udkufnDaomacgif;aqmifrI yHkpHudk atmufygtwdkif;tBuHjyKwifjy Edkifygonf/

(1) acgif;aqmifonf vufatmufi,fom;rsm;ESifh azmufonfrsm;\ toHudk*&kpdkufem;axmifí tzGJU

tpnf;taejzifh rnfonfudkajymif;vJvkyfaqmif&ef vdktyfaejyDudktjrJqef;ppfavhvmae&rnf/

(2) rdrdtzGJUtpnf;wGif;&Sdvlrsm;\ jyóemESifhtm;enf;csufudk ajz&Sif;Edkif&efulnDaqmif&Gufay;&rnf/

pdwfaeoabmxm; rSefuefajzmifhrwfrI&Sd&rnf/

(3) rdrdtzGJUtpnf;twGif;½S dvlrsm;udkwdk;wufapvdkpdwf&Sd&rnf/ ¤if;wdkUudkoifBum;ay;jcif;? uRrf;usifrIESifh

vkyfydkifcGifhtmPmtm;vHk;udk

wpfOD;wnf;qkyfudkifxm;onf

vufatmufi,fom;rsm;ESifh

&if;&if;ESD;ESSD;rae? r,HkouFm

pdwfrcspdwf½Sdonf

i,fom;rsm;udkpnf;rsOf;pnf;

urf;rsm;csrSwfíta&;,lrIrsm;

jzifhvdkufemap&efMuyfrwfonf

vkyfydkifcGifhtmPmrsm;udkatmuf

ajcodkUtqifhqifhtvdkuf

ay;tyfxm;onf

vufatmufi,fom;rsm;ESifh

yGifhyGifhvif;vif; &if;&if;ESSD;ESD;

,HkMunfpGmqufqHvkyfudkifrI

½Sdonf

i,fom;rsm;tm;rdrdtodpdwf

"gwfjzifhqHk;jzwfaexdkifvkyfudkif

wwf&eftm;ay;jyD;udk,fwdkifvnf;

pHjytjzpfaexdkifvkyfudkifjyonf

(3) vkyfydkifcGifhtmPmESifhywfouf

íxm;½Sdonfhoabmxm;

(4) vufatmufi,fom;rsm;

tay:xm;½Sdonfhoabmxm;

(5) tkyfcsKyfrIyHkpH

125


KNOWLEDGE

A1�

tawGUtMuHKrsm;&½dSapjcif;? ¤if;wdkU\tawG;tac:ESifh todynmrsm;udk todtrSwfjyKjcif;? wdk;wuf

aap&eftBuHay;jcif;rsm;jyKvkyf&ygrnf/

(4) vufatmufi,fom;rsm;ESifh ¤if;wdkU\vdktifqE´rsm;tm; av;pm;jcif;udkjyoEdkif&rnf/

(5) atmufajcvkyfief;wGif;&Sd jzpfay:ajymif;vJrIrsm;ESifh vdktyfcsufrsm;tm; rsufajcrjywfavhvmae&rnf/

(6) rdrd\ vufatmufi,fom;rsm;ESifh twlwuGtzGJUtpnf;\tm;omcsuf? tm;enf;csufrsm;tm;

yGifhyGifhvif;vif;aqG;aEG;jcif;? ywf0ef;usif&Sd tcGifhtvrf;rsm;ESifh jcdrf;ajcmufrIrsm;tm; oHk;oyfjcif;ESifh

rdrdtzGJUtpnf;\ a&SUvkyfief;pOfrsm; csrSwftaumiftxnfazmfjcif;rsm;udk vufwGJaqmif&Guff

jcif;&Sd&ygrnf/

(7) atmifjrifrIrsm;udk vufatmufi,fom;rsm;ESifh rQa0cHpm;jcif;? csD;jr§ifhajr§mufpm;xdkufolrsm;tm;

csD;ajr§mufjcif;? ½HI;edrfhrIrsm;tm; i,fom;rsm;tm;yHkcstjypfwifjcif;rjyKyJ rdrdudk,fwdkifwm0efcH,ljcif;

rsm;jyKrljyoEdkif&ygrnf/

azmfjyyg acgif;aqmifrIyHkpHtm; vufawGUvdkufemusifhoHk;Edkif&ef BudK;pm;EdkifygutzGJUtpnf;ESifh

vufatmufi,fom;rsm;twGuf tusdK;½Sd½HkruyJ acgif;aqmifudk,fwdkif\ yk*¾dKvfa&;qdkif&mudk,f&nfudk,faoG;

wdk;wufrItwGuf taxmuftuljzpfapEdkifjyD; atmifjrifaomb0udk ydkifqdkifEdkifrnfjzpfygonf/

ed*Hk;csKyftm;jzifhwifjyvQif tzGJUtpnf;wpfckwGif acgif;aqmifvkyfol\ oabmxm;tjrifESifhtjyKtrl

yHkpHrSm¤if;tzGJUtpnf;\ atmifjrifrIudkomru tzGJUtpnf;½Sdvlrsm;\ wdk;wufatmifjrifrI? pdwfat;csrf;om

aysmf&Tifí rdrdtpGrf;tpudkazmfxkwfEdkifaom tvkyfywf0ef;usifwpfckudk ydkifqdkifEdkifrItwGufygta&;yg

ygonf/ tcsdKUacgif;aqmifrsm;\ vufatmufi,fom;rsm;ay: qlqlylylvkyfí pdwfrcsrf;ajrUatmif

xm;wwfrS tvkyfjyD;ajrmufonf? vlrsm;udkpDrHcefUcGJ&aom tvkyfrSmyifudk,fobm0udk,fu trkef;cH&aom

tvkyfjzpfonf[lonfh pdwfoabmxm;udk ajymif;vJ&efvdktyfaejyDjzpfygonf/ vlrsm;udkqlqlylylrvkyfyJ

pdwfcsrf;omaysmf&Tifwdk;wufapí vkyfief;jyD;ajrmufatmif vkyfudkifEdkifaomtwufynmudk ydkifqdkifEdkif&ef

126


KNOWLEDGE

A1�

BudK;pm;apvdkygonf/ vkyfief;cGiftwGif;&Sd vufatmufi,fom;rsm;\ pdwfzdpD;rIjzpf&jcif;taBumif;t&if;

tm;avhvmqef;ppf&mü (1) tvkyfudktcsdefrDjyD;pD;atmifvkyf&aom? rsm;jym;aomwm0efrsm;udk

xrf;aqmif&aomzdpD;rI? (2) acgif;aqmif\qlylBudrf;armif;jypfwifjcif;udkcH&aom (wcsdKUtzGJUtpnf;rsm;wGif

rnfonfht&mudkvkyfyg[k wduspGmnTefBum;jcif;r&SdyJ vufatmufi,fom;rsm;tay:om yHkcsxm;írjyD;ygu

(odkU) pdwfwdkif;rusygu qlylatmf[pfaomacgif;aqmifrsm;&Sdwwfygonf) zdpD;rI[líawGUjrif&ygonf/

tu,fí 'kwd,zdpD;rIudk z,f&Sm;Edkifygu vkyfief;cGiftwGif; pdwfzdpD;rIavsmhusoGm;jyD; ydkrdktvkyfjyD;ajrmuf

atmiftm½HkpdkufvkyfudkifEdkifrnf[k ,lq&ygonf/

acgif;aqmifaumif;wpfa,mufonf rdrdtzGJUtpnf;ESifh vkyfief;ywf0ef;usifudkom ajymif;vJ

wdk;wufap½HkruyJ tzGJUtpnf;twGif; aumif;rGefaomtavhtxESifhoabmxm;udk jzpfay:apjcif;jzifh

tem*gwfacgif;aqmifaumif;rsm;udk arG;xkwfay;Edkifygonf/ tvm;wl acgif;aqmifqdk;wpfa,muf

onfvnf;tzGJUtpnf;twGif;&Sd aumif;rGefaomtavhtxESifhpHEIef;rsm;udkysufjym;apjcif;? i,fom;rsm;\

pdwf"mwfudk ysufpD;apjcif;jzifh acgif;aqmifqdk;rsm;udk arG;xkwfay;Edkifygonf/ xdkaBumifhacgif;aqmif

vkyfolrsm;taejzifh rdrdwdkU\acgif;aqmifrI oabmxm;tjrifESifh jyKrlusifhoHk;rIyHkpHrsm;onf rdrdtzGJUtpnf;\

wdk;wufatmifjrifrI? vufatmufi,fom;rsm;\wdk;wufatmifjrifrI? vkyfief;cGifb0\ pdwfat;csrf;om&SdrI?

wd k;wufaomtawG;tac:tBuHÓPfrsm; zefwD;arG;xkwfEk difrI ponfhtusdK;aus;Zl;rsm;tjyif

rdrdtzGJUtpnf;\ tem*gwfacgif;aqmifrI yHkpHESifhtavhtxpHElef;rsm;tay:wGifyg tusdK;oufa&mufrI

&Sdonfudk owdjyKqifjcifjyD; acwfESifhavsmfnDí xda&mufatmifjrifaom acgif;aqmifrI oabmxm;tjrifrsm;

ESifh jyKrIaqmif&GufrIyHkpHudkavhvmí BudK;pm;aexdkif&efvdktyfaBumif; wdkufwGef;tyfygonf/ /

127


KNOWLEDGE

A1�

]]&if;ESD;jr§KyfESHolESifh]]&if;ESD;jr§KyfESHolESifh

]]&if;ESD;jr§KyfESHolESifh]]&if;ESD;jr§KyfESHolESifh]]&if;ESD;jr§KyfESHolESifh Market

twuftusrsm;}}twuftusrsm;}}

twuftusrsm;}}twuftusrsm;}}twuftusrsm;}}

OD;ZmenfxufOD;Zmenfxuf

OD;ZmenfxufOD;ZmenfxufOD;Zmenfxuf

" The happiness of those who want to be popular depends on others ; thehappiness of those who seek pleasure fluctuates with moods outsidetheir control; but the happiness of the wise grows out of their own freeacts.”

Mascus Aureliusoifonf Business wpfckud k Partner wpfOD;E Si f h

vufwGJumpwifvkyfaqmifonf/ ¤if; Partner \trnfudk Mr. Mar-ket [kqdkBuygpdkU/ Mr. Market onf xl;jcm;aompdwfaepdwfxm; &Sd\/

¤if;onf vkyfief;wGifyg&Sdaom ol\ydkifqdkifrIudk aeUpOfoifhtm;

a&mif;&ef offer ay;\/ ¤if;onf wpfcgwpf&HüvGefpGm pdwf"mwfwuf<u\/ xdkUodkUaomaeUrsdK;wGif ol\

ydkifqdkifrIudk aps;EIef;jr§ifhía&mif;rnf[k offer ay;\/ tcsdKUaersm;wGifrl pdwf"mwfus? vufrdIifcsum

ol\ydkifqkdifrIudkvGefpGmenf;aom aps;EIef;jzifha&mif;rnf[k offer ay;jyef\/ odkUqdkvQif oifonf Mr.Marketay;wdkif; ol\ Interest udk0,f,lygrnfvm;/

tu,fí oifonfcsifhcsdefpOf;pm;Edkifaom Investor/ Business man wpfOD;jzpfvQif oif\decisiononf ¤if;\offer ay:wGifrrlwnfbJ oifhvkyfief;ay:wGif tajccHíompOf;pm;ayvdrfhrnf/ InvestorwpfOD;taejzifh &if;ESSD;jr§KyfESHrIwpfckjyKvkyfonfESifh Market tajymif;tvJtwuftusudk BuHKawGU&ayrnf/

wpfcgwpf&Hü Market onf taBumif;t&if;r½SdbJ aps;EIef;rsm;wufaewwfonf/ wpfcgwpf&Hü aps;EIef;rsm;

usaewwfjyefonf/ Intelligent Investor wpfOD;onf jzpfay:vmaom Market twuftusay: rlwnfí

tppt&m&m BudKwifjyifqifxm;oifhonf/ xdktjyif Intelligent Investor wpfOD;onf Market tajymif;tvJ

rsm;\ ½kyfao;½kyftjzpfrcHbJ rdrdudk,fydkifvGwfvyfpGm awG;ac:í decision csoifhayonf/ Speculator ESifhInvestor wdkU\t"du jcm;em;csufonf Market tajymif;tvJay:wGifxm;&Sdaom ¤if;wdkU\oabmxm;

128


KNOWLEDGE

A1�

yifjzpfonf/ Speculator onf Market twuftusay:wGifrlwnfí tusdK;tjrwf&&ef arQmfvifhjyD;

Investor url oifhwifhrQwaom aps;EIef;wGif Investment rsm;udk jyKvkyfavh&Sdonf/

Market tajymif;tvJrsm;onf Investor wpfOD;twGuf ta&;BuD;vSayonf/ tb,fhaMumifhqdkaomf

aps;EIef;rsm;usaeonfhtcsdefwGif Value Investment rsm;udk0,f,l&½SdEdkifjcif;aMumifh jzpfonf/ odkUjzpf&m

Intelligent Investor wpfOD;onf Market tajymif;tvJrsm;\ MudK;qGJ&muum url;½I;xdk;vdkufygaqmif½Guf

jcif;onf 4if;twGuftusdK;tjrwf rjzpfxGef;apbJ tusdK;enf;rIudkomjzpfay:aponfudk owdjyKoifh

ayonf/

2007 ckESpfrwfv 17&ufaeUwGif Inktomi Corp \½S,f,monf wpf½S,f,mvQif 231.625$ ½Sdonf/

4if;rSm Internet ½SmazGa&; Software ukrÜPDjzpfjyD; 1998 ZGefvwGif trsm;ydkifukrÜPDtjzpfajymif;vJjyD;onfh

aemufydkif;ü ½S,f,mrsm; 1900 &mcdkifEIef;wufvmcJhonf/ þonfrSm 2000 jynfhESpf0ef;usifwGif

ay:aygufcJhonfh dot com maniac aMumifhjzpfonf/ 1999 ‘'DZifbmwGif 4if;ukrÜPDonf 0ifaiGa':vm

36oef;½SdcJhonf/ vGefcJhaom 12v\ growth rate twdkif;om½SdrnfqdkvQif 4if;ukrÜPD\revenue onf

vmrnfhig;ESpftwGif; wpfvvQif 5 billion ½Sd&rnf[k Market uarQmfrSef;avonf/ odkUaomfvufawGUwGifrl

ukrÜPDrSmt½IH;ay:ae\/ vGefcJhaom24vtwGif; ukrÜPDonfa':vm 48oef;t½IH;ay:cJhonf/ vkyfief;

oufwrf;wpfavQmufwGif ukrÜPDonftjrwfvHk;0r&cJhay/ odkUygvQuf Market onfþukrÜPD\wefzdk;udk

25 billion [kwefzdk;owfrSwfcJhonf/

xdkUaemufwGifrl ½S,f,maps;EIef;rsm; wpf[kwfxkd;usoGm;jyD;

2002 ckESpf pufwifbmv 30&ufaeUwGif 4if;ukrÜPD\wpf½S,f,m

onf25qif h( 25 cent ) od k Uxd k ;usoGm;c J honf/ vGe fc J haom

ESpfESpfcGJcefUuMarket Value 25 billion ½SdcJhaomukrÜPDonf ,cktcg

wGif40 million om½Sdawmhonf/ tb,faMumifh þodkUaps;EIef;rsm;

xdk;usoGm;ygoenf;/ t"dutm;jzifhrl Market \Mood ajymif;oGm;

aomaMumifhjzpfonf/ 2000 jynfhESpftapmydkif;wGifInternet businessrsm; tvGefacwfpm;um Inktomi ½S,f,m\ P/E ratio onf 250 ½SdcJh

129


KNOWLEDGE

A1�

aomfvnf; 2002 aESmif;ydkif;wGifrl P/E ratio rSm 0.3 om½Sdawmhonf/

txufyg Oyrmt& Investor wpfOD;onf Market \ajymif;vJrIrsm;twkdif; vkdufygaqmif½GufcJhvQif

MuD;pGmaomqHk;½HI;rIESifh awGUMuHK&ayrnf/ odkUaomf Investor wpfOD;taejzifh Market udkvspfvsLr½Ioifhay/

4if;tpm; Market tajymif;tvJrsm;ay:rlwnfí rdrd\udk,fydkifqHk;jzwfcsufjzifhom Investment decisioncs&rnfjzpfonf/

&if;ESD;jr§KyfESH&mü rdrd\pdwfudkEdkifeif;&ef vdktyfayonf/ Investor wpfOD;\ t"dupdefac:rIrSm

aps;EIef;twufqkH; Stock udk0,fEdkifjcif;r[kwfbJ Market \twuftusudkvdkufí decision csumqHk;½IH;rI

MuHKawGU&onfh tjzpfrsdK;rjzpfap&ef rdrdudk,fudkumuG,f&jcif; jzpfayonf/ wpfenf;qdkaomf rdrdonf

rdrd\tMuD;rm;qHk; &efolrjzpfap&ef umuG,f&jcif;yifjzpfonf/

1980 jynfhESpfaESmif;ydkif;wGif jyKvkyfcJhaom prf;oyfcsufrsm;t& Stock aps;EIef;udk rMumcPMunfhaom

Investorrsm;onf aps;EIef;udkvHk;0rMunfhaom Investorrsm;&½Sdonfh return\ wpf0ufom&onfudkawGU&av

onf/ Intelligent Investor wpfOD;taejzifh rdrd0,f,lxm;onfh Stock rsm;\Price udkaeUpOfod½Sd&ef

rvdktyfoifhay/

rdrd\&if;ESD;jr§KyfESHrI atmifjrifjcif;? ratmifjrifjcif;udk wdkif;wm&eftaumif;qHk;enf;vrf;rSm

rdrdcsrSwfxm;onfh Financial plan udk rnfrQtxdvdkufemaqmif½Gufum rdrd&½Sdvdkonfh&nfrSef;csufodkU

a&mufra&muf jyefvnfpOf;pm;a0zefjcif;yifjzpfonf/ /

130

131

KNOWLEDGE


The Essential Drucker E-book( tydkif; -2)( tydkif; -2)

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

132

KNOWLEDGE


133

KNOWLEDGE


134

KNOWLEDGE


135

KNOWLEDGE


136

KNOWLEDGE


137

KNOWLEDGE


138

KNOWLEDGE


139

KNOWLEDGE


140

KNOWLEDGE


141

KNOWLEDGE


142

KNOWLEDGE


143

KNOWLEDGE


144

KNOWLEDGE


145

KNOWLEDGE


146

KNOWLEDGE


147

KNOWLEDGE


148

KNOWLEDGE


149

KNOWLEDGE


150

KNOWLEDGE


151

KNOWLEDGE


152

KNOWLEDGE


153

KNOWLEDGE


154

KNOWLEDGE


155

KNOWLEDGE


The End

156

KNOWLEDGE


Financial Market rsm;rnfokdU vIyf½Sm;vnfywfaeygoenf; (odkY)rsm;rnfokdU vIyf½Sm;vnfywfaeygoenf; (odkY)rsm;rnfokdU vIyf½Sm;vnfywfaeygoenf; (odkY)rsm;rnfokdU vIyf½Sm;vnfywfaeygoenf; (odkY)rsm;rnfokdU vIyf½Sm;vnfywfaeygoenf; (odkY) Share price bmaMumifh wuf&ovJ? us&ovJbmaMumifh wuf&ovJ? us&ovJbmaMumifh wuf&ovJ? us&ovJbmaMumifh wuf&ovJ? us&ovJbmaMumifh wuf&ovJ? us&ovJ ?

a'gufwmat;at;rma'gufwmat;at;rm

a'gufwmat;at;rma'gufwmat;at;rma'gufwmat;at;rm

Financial Market rsm;rS securities, share price twuftusrsm;onf rD;cvkwfzGifhvQif yGifh?rD;cvkwfydwfvQif ydwf qdkonfh twkdif;twdtusoGm;aeygonf/ bmESifhwlvJqdkawmh a&ikyform;wpfa,mufuavtjynfhjznfhxm;aom ylazmif;wpfvHk;udk a&atmufxJodkU,loGm;wJhtcg ylazgif;onfa&eufvmonfhtcgwGifaygufoGm;jyD; a&ylazgif;av;rsm;onf OD;wnf&mr&Sda&rsufESmjyifay:odkU wufvmvdrfhrnf/ rnfonfhtcsdefwGif rnfhonfhvrf;rS oGm;rnf? tcsdefrnfrQMumrnfqdkonfudk twdtuscefUrSef;&ef cufcJvSygonf/xkduJhodkUyif Financial Market {/fvIyf&Sm;vnfywfrIonf rnfodkUjzpfrnfqkdonfudk twdtuscefUrSef;&efcufcJvSygonf/ ynm&Sifrsm;onfvnf; rnfonfhtcsufaMumifh stock & share aps;rsm;wuf&onf? us&onfudkavhvmwGufcsufMuygonf/ odkUaomf wcsdKUtcsufrsm;onfom qufpyfrI&SdaejyD;? wdwdusus wGuf&mr&ay/xdkodkU avhvmrIudk ]econophysics } [kac: onf/

a&ylazgif;av;rsm;onf obm0w&m;t& a&rsufESmjyifay:odkY wufvm&rnfjzpfjyD; stock shareaps;rsm;onf a&mif;ol0,folvdkonf a&mif;ol0,folvdkYqdkonfh vl{/fpdwfaeoaabmxm;rsm;udkavhvmprf;ppf&mwGif vlqdkonfhobm0twdkif; ydkrdk&IyfaxG;cufcJvmygonf/ xdkYtwGuf avhvmpl;prf;aomynm&Sifrsm;onf vl{/fobm0udk assumption rsm; xm;íavhvm&ygawmhonf/

]Human are rational, self-serving beings who seek to maximise pleasure and avoid pain} 1900 0eff;usifrSynm&Sifrsm;onf jyifopf Bond Market {/f Bond price twuftusudk avhvmMuonf/ odkUaomfrnfonfhtcsufrsm;aMumifh aps;rsm;wufonfusonfudk ESpf 50 ausmfonftxdtajzray:cJhyg/

157

KNOWLEDGE


tb,fhaMumifhqdkaomf a&mif;aomolonf tjrifhqHk;aps;ESifh a&mif;csifonf 0,fonfholrSvnf;tenf;qHk;aps;jzifh 0,fcsifonfhvlobm0w&m;aMumifh jzpfygonf/ a&mif;olbufrS aps;aumif;&jyD[kxifjrifonfhtcsdefwGif aps;uGuf bid price wGifa&mif;csjyD;? xdkYtwl 0,folbufrSvnf; jyefa&mif;vQifudkufrnfhxifonfh the price offered in the market ESifh0,fMurnfjzpfygonf/ 0,f,lonfh share tay:wu,ffavhvmawGY&SdcsufrSm a&mif;ol0,fol{/f xifjrifcsuftwkdif; aps;uGufonfajymif;vJvQuf&Sdygonf/

] The market’s price represents the collective wisdom of all its participants .Since market’s price representsall known information, it takes new information to change the price }}a&mif;ol? 0,fol{/f xifjruf,lqcsufonfxdkolwdkU&&Sdaom information ay:wGif trsm;qHk;rlwnfaeygonf/ xkdYaMumifh information rSefuefpGm&&SdEdkifrIonfa&mif;ol0,fol{/f yg;eyfrIay:wGif rlwnfoGm;ygonf/ Market price onf a&mif;ol0,fol{/farQmfrSef;xm;aomreturn ESifhnoise qdkonfh owif;tcsuftvuf trSm;rsm;ay:wGif rlwnfaeygonf/

atmufazmfjyxm;aom figure t& owif;tcsuftvuf topfrsm;onf Market xJodkY a&muf&SdvmjyD;a&mif;ol? 0,folrsm;{/f od&SdEdkifrI filters ESifh expections ay:wGif rlwnfjyD; owif;rSef(singnal) ESifh(noise)uGJxGufoGm;um aps;wufusrIrsm;jzpfay:vmygonf/ xdkrSwqifh a&mif;olvdkcsifaom aps;ESif h0,fvdkolvdkcsifaomaps;ESifhwdkYwlnDEdkifaom partial equilibrium a&muf&SdoGm;ygonf/ jyD;vQif owif;rSef?owif;rSm;rsm;udk evaluate vkyfjyD;xifjrif,lqcsuf topfrsm;ESifh information topfrsm;jzpfoGm;umwywfjyefvnfoGm;ygawmhonf/ xdkYaMumifh aps;wufusrIudkodcsifvQif Financial Market behavior ESifh reactionsudkaocsmavhvmrSomvQif od&SdEdkifrnfjzpfygonf/

158

KNOWLEDGE


The market is adaptive; people learn from it and adjust their behavior..

( Ref: Trading Strategies for Capital Markets)

159

160

161

162

KNOWLEDGE


Time Management

tydkif; (2)tydkif; (2)

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

• Too many things at once

• Procrastination

• Too Much Information

• Stress and fatigue

• All work and no play

• Perfectionism

• Ineffective delegations

• Ineffective meetings

• No priorities, focus or planning

• Crisis management

• Interruptions

• Disorganization

Obstacles to Effective Time Management

EVERYONE

HAS

24

TIME

DROPS

EVERYDAY

163

KNOWLEDGE


Spend time in Planning and Organizing

• Your calendar.

• Plan for a day.

• Plan for a week.

• Plan for a month.

• Plan for a year.

2/3/2011 Page�16

THE WAYS TO SUCCESS

�Spend time in Planning and Organizing�Set Goals�Prioritize�Use a to-do list�Be Flexible�Consider your Biological Time�Do Right Things Right�Taking Charge of Procrastination�Learn when to say “NO”

164

KNOWLEDGE


Urgent – Important Model

2/3/2011 18

IVIII

III

Urgent Not Urgent

Impo

rtant

Not Im

porta

nt

Set GoalsBe S.M.A.R.T.

• Specific

• Measurable

• Achievable

• Realistic

• Time-based2/3/2011 Page�17

165

KNOWLEDGE


. Crisis

. Pressing problems

. Deadline-driven projects, meetings, preparations

. Preparation

. Prevention

. Values clarification

. Planning

. Relationship building

. True re-creation

. Empowerment

. Interruptions, some phone calls

. Some mail, some reports

. Some meetings

. Many proximate,pressing matters

. Many popular activities

. Trivia, busywork

. Some phone calls

. Time wasters

. “Escape” activities

. Irrelevant mail

. Excessive TV

I

III IV

IIUrgent Not Urgent

Impo

rtan

tNo

tIm

port

ant

Stephen Covey’s Time Management Matrix

2/3/2011 Page�19

The value of the matrix is that it helps us to see how importance and urgency affect the choices we make about how to spend our time. It allows us to see where we spend most of our time and why we spend it there.

The degree to which urgency is dominant is the degree to which importance is not.

2/3/2011 20

The rich treat

their time more importantly than their money.

166

KNOWLEDGE


Is The Jar Full?

• Stephen Covey in his book, First Things First, shares the following story experienced by one of his associates:

I attended a seminar once where the instructor was lecturing on time. At one point, he said, "Okay, time for a quiz." He reached under the table and pulled out a wide-mouthed gallon jar. He set it on the table next to a platter with some fist-sized rocks on it. "How many of these rocks do you think we can get in the jar?" he asked.

2/3/2011 21

After we made our guess, he said, "Okay. Let's find out." He set one rock in the jar . . . then another . . . then another. I don't remember how many he got in, but he got the jar full. Then he asked, "Is this jar full?" Everyone looked at the rocks and said, "Yes."

Then he said, "Ahhh" He reached under the table and pulled out a bucket of gravel. Then he dumped some gravel in and shook the jar and the gravel went in all the little spaces left by the big rocks. Then he grinned and said once more, "Is the jar full?"

167

KNOWLEDGE


By this time the class was on to him. "Probably not," we said. "Good!" he replied. He reached under the table and brought out a bucket of sand. He started dumping the sand in and it went into all of the little spaces left by the rocks and the gravel. Once more he looked and said, "Is this jar full?" "No!" we roared.

He said, "Good!" and he grabbed a pitcher of water and began to pour it in. He got something like a quart of water in that jar. Then he said, " Well, what's the point?" Somebody said, "Well, there are gaps, and if you work really hard you can always fit some more things into your life."

"No," he said, "that's not really the point.

The point is this:

Put the Big Rocks

in First

“PRIORITY”

168

169


KNOWLEDGE

A1�

Corporate Boards That Create Value E-book (tydkif; - 1) (tydkif; - 1)

(tydkif; - 1) (tydkif; - 1) (tydkif; - 1)

170


KNOWLEDGE

A1�

171


KNOWLEDGE

A1�

172


KNOWLEDGE

A1�

173


KNOWLEDGE

A1�

174


KNOWLEDGE

A1�

175


KNOWLEDGE

A1�

176


KNOWLEDGE

A1�

177


KNOWLEDGE

A1�

178


KNOWLEDGE

A1�

179


KNOWLEDGE

A1�

180


KNOWLEDGE

A1�

181


KNOWLEDGE

A1�

182


KNOWLEDGE

A1�

183


KNOWLEDGE

A1�

184


KNOWLEDGE

A1�

185


KNOWLEDGE

A1�

186


KNOWLEDGE

A1�

187


KNOWLEDGE

A1�

188


KNOWLEDGE

A1�

189


KNOWLEDGE

A1�

190


KNOWLEDGE

A1�

191


KNOWLEDGE

A1�

192


KNOWLEDGE

A1�

193


KNOWLEDGE

A1�

194


KNOWLEDGE

A1�

195


KNOWLEDGE

A1�

196


KNOWLEDGE

A1�

197


KNOWLEDGE

A1�

Next issue wGifqufvufzwf½Iyg&efwGifqufvufzwf½Iyg&ef

wGifqufvufzwf½Iyg&efwGifqufvufzwf½Iyg&efwGifqufvufzwf½Iyg&ef

198

KNOWLEDGE


Biographies of Famous People ( Peter Drucker )

y Dwmzg' Dee f (Ferdinand) '&(uf)um r Sm

pma&;q&m? pDrHcefUcGJa&;twdkifyifcHjzpfjyD; olUudk,fol

]]vlrIo[Zmwynm½Sif}}[kvJ oHk;EIef;onf/ olonf

,aeU Management [kac:aompDrHcefUcGJa&; bmom&yf

udkpwifwDxGifaz:xkwffcJholjzpfí ]]pDrHcefUcGJa&;ynm\

zcifMuD;}}[kvnf; emrnfwyfjcif; cH&oljzpf\/

ol\a&;om;csufrsm;rSm yk*¾vduydkifvkyfjcif;?

A[dkcsKyfudkifrIudky,fzsufjcif;? urÇmhpD;yGm;a&;tiftm;MuD;

EdkifiHtjzpf]]*syef}}Edk;xvmjcif;? aps;uGufwifjcif;\ ta&;ygrI? owif;tcsuftvuf jrefqefpGm

&,lay;ydkUEdkifaom,aeUvlUtzGJUpnf;ESifh b0wpfavQmufpOfqufrjywf avhvmoif,l&efvdktyfyHkrsm;

tygt0if 21&mpkaESmif;yd kif;\ t"duwdk;wufjzpfay:ajymif;vJrIMuD;rsm;udk rSefuefpGmMudKwif

cefUrSef;azmfjycJhonfjzpf\/

OmPvkyfom; (Knowledge Worker)[laoma0g[m&rSm 1959wGif ]]'&(uf)um}} wDxGifcJhjcif;jzpf\/

]]yDwm'&(uf)um}} udk*sL;txufwef;vTmrdom;pkrS xdkpOfu MopMwD;,m;-[efa*&DwGif arG;zGm;cJhonf/

rdcif]]bmbDabmef'D}} (Barbie Bondi) rSm aq;ynmudkoif,lcJhí zcifa½SUae]]ta'gh(zf)'&(uf)um

(Adolf Drucker) rSm xdwfwef;tqif h Ek di fi Hawmf0efxrf;vJjzpf\/ ]]'&(uf)um}}\ZmwdrSm

jrdKUawmfAD,J(ef)em½Sd um;(pf)*&mbeft&yfjzpf\/ olMuD;jyif;&mtdrfrSm ynm½Sifrsm;? tpdk;&t&m½SdMuD;rsm;?

odyÜHynm½SifMuD;rsm; olwdkU\pdwful;pdwfoef;rsm;udk awGUqHkaqG;aEG;&mjzpfcJhonf/ ]]'gAvif;}}tm;upm;½HkrS

bGJU&jyD;aemuf *smrPDEdkifiH[rf;bkpfjrdKU csnfa&mif;0,fa&;ukrÜPDwGif tvkyfoiftjzpf 0ifa&mufvkyfonf/

]]MopMwD;,efUpD;yGm;}} *sme,fwGifvnf;pmrsm;a&;onf/

199

KNOWLEDGE


xdkUaemuf ]]z&efUzwfwm}} aeUpOf owif;pmwdkufwGiftvkyf

&onf/ ,if;ü½S dpOf ]]z&efUzwf}} wuúodkvfrSEd kifiHwumESif h

jynfolUOya'bmom&yfrsm;jzif h a'gufwmbG JUud k1931wGif

&,lcJhonf/

tapmydkif; olav;pm;tm;usolrsm;rSm olUzcif\rdwfaqG

MopMwD;,ef;pD;yGm;a&;ynm½Sif ]]*sdK;Zuf½Irf;yDwm}}(Joseph SchumPeter) ESifh aemufwpfOD;rSm ]]a*smefarewfudef;}}(John MaynardKeynes) jzpfonf/ ]]'&(uf)um}}rSm ukefpnfrsm;xuf xdkukefpnfrsm;

udk xkwfvkyfa&mif;0,f udkifwG,fvkyfudkif&olrsm;udk ydkípdwf0ifpm;

onf/

]]'&(uf)um i,f½G,fpOfua&;om;cJhaom ]]*smrPD½Sd*sL;

ar;cGef;rsm;}} pmwrf;rSmemZDrsm;\ rD;½I dUjcif;cH&onf/ 1977wGif vef'ef½S dtmrcHukrÜPDwGif

0ifa&mufvkyfudkifonf/ aemufyk*¾vdu bPfwpfckwGif pD;yGm;a&;ynm½Siftjzpf ajymif;a½TUvkyfudkifonf/

xdkpOf ]]z&efUzwfwuúodkvf]]ü&if;ESD;cJhaom ]]'dk;&pf½Srpf(Doris Schimit) ESifh 1934wGifvufxyfjyD;

tar&duodkUajymif;a½TUaexdkifonf/ wuúodkvfygarmu©? jyifyaqmif;yg;½Sif? pD;yGm;a&;vkyfief;twdkifyifcH

ponfjzifhvkyfcJhonf/

olUudkrMumcP ]]*k½kMuD;}}[kac:a0:oHk;cJhonfudk ]]'&(uf)um}}rMudKufay? wpfMudrfwGif]]'D*k½kMuD;

qdkwmudk bmvdkUoHk;ovJqdkawmh ]wwfa,mifum;MuD;} qdkwJhtoHk;uodyf½SnfvQm;jyD; acgif;MuD;ydkif;eJU

rqefUvdkUygyJ}} [krSwfcsufcscJhonf/ 1943wGif ]]'&(uf)umonftar&duefEdkifiHom; jzpfvmcJhonf/

]]bJefeifwefaumvdyf}}ESifh ]]e,l;a,mufwuúodkvf}}rsm;wGif pDrHcefUcGJrIynmygarmu©vkyfonf/ 1971wGif

]]u,fvDzdk;eD;,m;}}ü vkyfief;½Sifrsm;twGuf EdkifiH\yxrqHk; MBA oifwef;udkaz:aqmifcJhonf/

xdkpOfu urÇmhtMuD;qHk;ukrÜPDwpfckjzpfaom (General Motor) tMuD;tuJ ]]a':e,fqifba&mif;}}

(Donaldson Brown) u ukrÜPD\rl0g'a&;&mppfwrf; (Political audit)wpfapmifudk ]]'&(uf)um}}tm;

jyKpkapcJhonf/ odkUaomf ,if;pmtkyf (Concept of Corporation)xGufvmaomtcgGMOuúX]]tJvfz&ufpvHk;}}

(Alfred Sloom)tvGefpdwfysufí 4if;pmtkyfudk½Sdw,fvdkUawmifoabmrxm;ay/ ]]'&(uf)um}}\ tjrifrSm

200

KNOWLEDGE


pDrHcefUcGJrItwwfonf yHkaoum;csyfwpfckxuf wDxGifzefwD;rIwpf&yfjzpf\/ yk*¾vduu@wpfckjcif;onf

vlUtodkif;t0dkif;wpfckvHk;twGuf wm0ef½Sdonf[kjrif\/

1977 (Management :Task, Responsibilities and Practices) pmtkyfwGif acwfrSDvkyfief;tzGJtpnf;

wpfckwGif refae*smrsm;\ ta&;ygyHkudk]]pD;yGm;a&;vkyfief;wpfckwGif tm;vHk;aumif;zdkUtwGuf refae*smrS

wm0efr,lvQiftjcm;rnfolrQ þwm0efudk,lEdkif? ,lvdrfhrnfr[kwf}}[ka&;om;cJhonf/

]]'&(uf)um}}taejzifh vufESifhvkyfaomtvkyform;xuf OD;aESmufESifhvkyfaom tvkyform;udkydkí

pdwf0ifpm;onf/ vkyfief;wpfcsdKUwGif tvkyf½Sifxuf? vkyfazmfudkifzufrsm;xufyd kíodaeaom

0efxrf;rsm;udkoljrifonf/ odkUwdkif ,if;wdkUrSmrdrdodonfudk xkwfajymcGifh? tpGrf;tpjycGifhr&MubJ

usefvlrsm;ESifh omrefomwGJvkyfaeMu&avonf/ ol\csOf;uyfyHkESifhtjrifrsm;rSm 20&mpkaESmif;ydkif;txd

aumif;aumif;tvkyfjzpfcJhonf/ tzGJtpnf;wpfckrSm yHkrSefvnfywfzdkUxuf ½kef;uefae&vQif4if;rSm

acwfrrSDaom t,ltqrsm;? jyóemrsm;udkudkifwG,f&mrSm tjrifrus,frI? ,if;½Sdvltcsif;csif;

em;vnfrIr½Sdjcif;rsm;aMumifh jzpfonf[k]]'&(uf)um}},lqonf/

ol\twdkifyifcH vkyfief;wpfavQmufwGif General Electronic, Coca-Cola, Citi corp, IBM ESifhInteltygt0ifaumfydka&;½Sif;MuD;rsm;ESifh ]]'&(uf)um}} tvkyfvkyfcJhonf/ GE rS ]]*suf0Jvf(csf)(Jack Welch),Procter & Gamble rS ]]vuf(zf)vD(Lafley), Intel rS]]tJef'D*½k(zf) (Andy Grove),Toyota Motor Group OuúX

]]½Idtd½Sdavmh wdk;,dk;'g}} (Shoichiro Toyoda), Ito-Yokada Group rSOuúX ]]rmqawm½SdtD;awm}} (MasatoshiIto) wdkUvdkyk*¾dKvfMuD;rsm;udk tMuHOmPfrsm;ay;cJhonf/ odkUwdkif tar&duefukrÜPD CEO (Chief Executive Of-ficer) rsm;\vpmrSm omreftvkyform; wpfa,mufxuf tq&maygif;rsm;pGm uGmjcm;aeonfudk

olpufqkyfonf/ ta&twGuf axmifcsDaomvkyfom;rsm;udk tvkyfrSxkwfypfxm;aom ukrÜPDrsm;rSm

vlrIa&;taeESifha&m vlUusifh0wft&yg cGifhvTwfEdkifzG,fr½SdaMumif;ESifh ,if;twGuf MuD;rm;pGm jyefvnffay;qyf

&vdrfhrnf[k a&;om;cJhonf/

201

KNOWLEDGE


]]'&(uf)um}}rSm tar&duefjynfaxmifpk ]uae'g}ESifh]*syef}tpdk;& at*sifpDrsm;\twdkifyifcHvnf;

jzpfcJhzl;onf/ NGO trsm;tjym;\ atmifjrif&matmifjrifaMumif;udkvnf; aiGaMu;r,lbJaqmif½Guf

tMuHay;cJhonf/ ,if;wdkUrSm vGwfajrmufjcif;wyf (Salvation Army),tar&duef rdef;uav;uif;axmufwyfzGJU

(Girl Scouts of the USA) C.A.R.E ESifh tar&duefMuufajceDtoif;, (The American Red Cross) wdkUjzpfonf/

trsm;aumif;usdK;udk aqmif&GufaomvlrIa&;u@wpfck tar&durSmay:aygufjzpfxGef;vmatmif

pwifvkyfcJholrSm ]]'&(uf)um}}jzpfonf/ &yf½GmtusdK; trsm;aumif;usdK; wwfEdkiforQo,fydk;&efrSm

Ed kifiHom;wdkif;wGifwm0ef½S donf/ tm;vHk;twGufvkyf&if; rdrdtwGufygjynfhpH kaponfrSm ol\

t,ltqjzpf\/

ola&;om;cJhaom pmtkyf79tkyfrSm bmomaygif;30ausmfodkU jyefqdkjcif;cH&onf/ ,if;teuf

0w¬KwpftkyfESif h ud k,fa&;tx¬KyÜwÅ dwpftkyfygonf/ pDrHcefUcG JrIynmay; ½kyf½SifZmwfvrf;wG J

(8)ckvJ½dkufcJhonf/ Wall Street Journal \ yifwdkifaqmif;yg;½Siftjzpf ESpfaygif;20ausmfa&;om;cJhjyD; HarvardBusiness Review, The Atlantic MonthlyESifh The Economist *sme,frsm;rSmvJ rMumcPa&;om;ay;ydkUcJhonf/

olUtouf 90ausmftxd tMuHay;tvkyfrsm;udk vkyfqJjzpfonf/

olUudk]*syef}wGif txl;vlMudKufrsm;onf/ ol\]]'&(uf)um

&JUpDrHcefUcG JrIpmtkyfudk txufwef;ausmif; abh(pf)abmtoif;

refae*smrav;zwfrd&if b,feJUvkyfrvJ}}(What if the Female Managerof High School Baseball Team read Druker's Management) pmtkyfrSm

txl;atmifjrif½dkufcwfcJhonf/ Edk0ifbm 11&uf2005-touf95ESpfwGif

u,fvDzkd;eD;,m;jynfe,f ]]uvJarg(ef)}}ü vlMuD;a&m*gjzifh ]]'&(uf)um}}

uG,fvGefcJhonf/

olUudk]*syef}ESifh MopMwD;,m;tpdk;&wdkUrSm *kPfxl;aqmifbGJUrsm;

ty fE Si f ; Muonf/ tjcm;qkr sm;r Sm New York University \

tjrifhqHk;*kPfxl;aqmifqk? Harvard Business Review rS McKinsey qk?

American,Belgian, Czech, English, Spanish ESifhSwiss wuúodkvfrsm;rS

202

KNOWLEDGE


csD;jr§ifhaom *kPfxl;aqmif25qkESifh tjcm;qkrsm;pGm½Sdao;onf/

]uvJargef}½Sd ]aumvdyf&dyfomvrf;} (College Avenue) ESifh ]'wfrwf&dyfomvrf;} (Dartmonth Av-enue)wdkU tMum;½Sd11vrf; (Eleventh Street)udk ]]'&(uf)umvrf;}} (Druker Way) [kajymif;vJ ac:a0:cJhonf/

2009ckESpf atmufwdkbmvrSm ]]yDwmzg'Deef'&(uf)um}}\ ESpf100jynfharG;aeU jzpfavonf/ /

203

204

“As a child-focused organization, Save the Children in Myanmarseeks to protect to all children we are in contact with”

Terms of ReferenceNutrition Technical Expert for evaluation of IYCF intervention of BHAP II

Background:

Save the Children in Myanmar is implementing a one year USAID project in 2 townships in the MiddleIsland region of the Delta. The overall goal of this USAID BHAP (Burma Humanitarian Assistance Programme)is to improve livelihoods security and maternal health/child survival outcomes among the most vulnerable andmarginalized population in the Delta.

This goal is dependent upon the attainment of four strategic objectives:(1) Increased coverage of transformational and sustainable livelihood services(2) Increased practice of transformational and sustainable livelihood behaviors(3) Increased use of quality health/nutrition and WASH services(4) Increased practice of health/nutrition and WASH behaviors.

This is an exciting multi-secotrial approach which strives to improve the positive health and nutritionoutcomes of children and their mothers through improving the quality of their livelihoods and environment.

Save the Children’s (SC) nutrition survey in the Middle Island reveals a Global Acute Malnutrition of 12% amongU5 children,1 exceeding the WHO threshold for serious under nutrition. Feeding practices are far from optimal.Only 17% of women are engaged in early initiation of breastfeeding, and the percentage breastfeedingis also very low at 25%).2 Nearly half of mothers surveyed (44%) fed their 6-23 month old children only rice andbiscuits in the past 24-hours before the survey was conducted.3

Mothers with newborns work outside the home in order to provide for their family’s food and other essentialneeds. Cash Transfers will cover a period of 6 months (increased from 2), at $45 per month for an estimatednumber of 434 mothers. This amount is based on the daily wages of a woman in the Delta. Cash transfers havebeen shown to work in various programs implemented by SC in Myanmar, as well as globally by SC and otheragencies.1 Cash transfers will also be provided to an estimated 34 households with children who may havesevere acute malnutrition and 322 households with children who may have moderate malnutrition. This is tosmooth income during the hunger months (August-September.) In addition, we will provide cash transfers tohighly vulnerable, labour poor households (households with no member qualified to do cash for work becausethe household heads/responsible family members are too young, too old, sick with a debilitating illness, orinvalid.)

Mothers groups have been established in order to provide a forum for information dissemination using BCCstrategies. Village peer mothers and volunteers have also been recruited to providing on going support tothe nutrition activities and to breastfeeding women and mothers of young children.Partner organisaiton MNMA have received intensive training to provide good quality breastfeedingcounselling support and for the support and mentoring of peer mothers.

205

Objective: To evaluate the success of the IYCF programme design including the suitability and impact of cash transfers onIYCF programming. Work with the lead evaluator to provide technical assistance and ensure the effectivecollection of evaluation material.

Activities:· Coordinate with the lead evaluator for preparation of evaluation materials including assisting with the

translation· Liaise and support the lead evaluator on the training design· Conduct training of the field teams the evaluation procedure and provide support to the pilot and

feedback.· Assist the lead evaluator in the analysis of the data and interpretation of results

Output:· Survey tools developed based on the requirements laid out by the project proposal and log frame.· Enumerators are effectively trained and equipped to collect adequate data in a reliable fashion.· Data is collected in coherence with the evaluation criteria agreed by the lead evaluator· Data analysis is carried out and the results presented in a coherent way. The results should be

interpreted in the context of the situation and the project and assistance should be given to theevaluation team to ensure links are made between the interpretation of the nutrition and livelihoodsresults.

· Input into the draft and final report to be submitted and the results presented to SCiM

Experience Required· Nutrition programming relating to infant and young child feeding practices· Understanding of cash and social protection programming· Community based evaluation experience· Excellent spoken English

Time line:1 – 25 March15 working days

Interested and qualified candidates are to send a Cover Letter and Curriculum Vitae to the HumanResources Department or by email to [email protected] (or) kkhtay@save children.org.mm’ [email protected] (or) Save the Children, Wizaya Plaza, 226 U Wisara Road, Bahan Township,Yangon, Myanmar, not later than 5 p.m., 18 February 2011 (Friday).

Save the ChildrenWizaya Plaza226 U Wisara Road, 1st FloorBahan TownshipYangon, MyanmarPhone: 375 739, 375 747, 375 791, 375 796, 375 801, 513 257, 537 387, 536 732, 536 385Fax: 513 187

Note: Only short-listed candidates will be contacted.

206

“As a child-focused organization, Save the Children in Myanmarseeks to protect all children we are in contact with”.

JOB PROFILE

Job Title: Administrative Assistant (Visa/Travel)Place of Work: YangonGrade: 5.1Reports to: Administrative Officer (Visa/Travel)Line Management Responsibility: NoneBudget Responsibility: NoneChild Protection Level: 1(The responsibilities of the post do not require to work directly with

Children or young people)

Job Purpose:

To assist the administrative Officer (Visa/Travel) in overall management of visa, travel and residential issues ofinternational staff for effective and efficient administration.

Key Accountabilities:

AdministrationMonitor and ensure adherence to administrative policies and proceduresPrepare Travel Approval Requests for International staff, submit to Department of Social WelfareFollow up Travel Approval Requests and information and copies to related programmesUpdate Travel Tracker in the Server and List of Travel on the office bulletin boardAssist in Visa Related processDeal with Government Offices relating to Visa and Travel (Immigration, DSW, MOH)Update Visa Tracker in the ServerReservation/Confirmation of Hotels for international staff and visitorsProcess for rental of Residence Apartments and their Contracts and paymentsReservation of Air ticket (Local/Oversea) as requiredDeal with DHL and Shipping Agencies for excess baggage for International staffLiaise with hotels for workshops and TrainingsPrepare payment requests for the above

Equipment/Facilities Maintenance

OtherPrepare Weekly Cash Forecast to be submitted to Finance DepartmentType in Myanmar office lettersOther tasks as requested

207

Person specifications:Bachelor’s degree in relevant/specific fieldThree years professional working experience, in development sector preferredProfessional working experience with international organizations preferableProven team working abilityExperience in staff management and supervisionStrong communications skills, including English language abilityCommitment to and understandings of Save the Children’s aims, values and principlesComputer proficiency in word processing and spreadsheets

Child Protection:

This position has Child Protection level 1 which indicates that responsibilities do not require the post holder tohave contact with children or young people.

Note: Candidates are also requested to mention in the applications if there is, blood/marriage relationshipswith the existing Save the Children employees. For those who failed to mention or incorrectly mention theapply position title, Programme/Sector name and location in their applications, we will consider those asdisqualify and we will not consider for short list.

Interested and qualified candidates are to send a Cover Letter and Curriculum Vitae to the HumanResources Department or by email to [email protected] (or) [email protected]’ [email protected] (or) Save the Children, Wizaya Plaza, 226 U Wisara Road, BahanTownship, Yangon, Myanmar, not later than 5 p.m., Friday, 18 February 2011.

Save the ChildrenWizaya Plaza226 U Wisara Road, 1st FloorBahan TownshipYangon, MyanmarPhone: 375 791, 375 801, 375 739, 375 796, 375 747, 537 387, 536 732, 537 092Note: Only short-listed candidates will be contacted

208

Documents

Digital Learning Kit