Appendix 13-4: Presentation Materials at the Workshop Project for Development of Economic Zones and Capacity Enhancement of Bangladesh Economic Zones Authority (BEZA) Program for Capacity Enhancement of BEZA April 22, 2015 Japan International Cooperation Agency (JICA) World Business Associates Co., Ltd. Japan Development Institute RECS International Inc. Oriental Consultants Global Co., Ltd. 1 Agenda 1. Objectives of the Capacity Enhancement Program 2. Approach for the Capacity Enhancement Program 3. Implementation Flow of the Capacity Enhancement Program 2 Objectives of BEZA Capacity Enhancement Program undertaken by the Project 1. Preparation of Training Program for Capacity Enhancement of BEZA, 2. Implementation of BEZA Capacity Enhancement Training Program, 3. Implementation of Observation Tour Program to Asian Countries, 4. Preparation of BEZA Capacity Development Action Plan. 3 Bangladesh in the Global Competitiveness Contest 109th out of 144 Countries Source: World Business Forum 4 Diamond of National Advantage Model by Michael E. Porter The Diamond Model is an economic model developed by Michael E. Porter in his book The Competitive Advantage of Nations, where he published his theory of why particular industries become competitive in particular locations. The phenomena that are analyzed are classified into six broad factors incorporated into the Porter diamond, which has become a key tool for the analysis of competitiveness. 5 Diamond of National Advantage Model by Michael E. Porter Factor conditions are human resources, physical resources, knowledge resources, capital resources and infrastructure. Demand conditions in the home market can help companies create a competitive advantage, when sophisticated home market buyers pressure firms to innovate faster and to create more advanced products than those of competitors. Related and supporting industries can produce inputs that are important for innovation and internationalization. These industries provide cost-effective inputs, but they also participate in the upgrading process, thus stimulating other companies in the chain to innovate. Firm strategy, structure and rivalry constitute the fourth determinant of competitiveness. The way in which companies are created, set goals and are managed is important for success. But the presence of intense rivalry in the home base is also important; it creates pressure to innovate in order to upgrade competitiveness. Government can influence each of the above four determinants of competitiveness. Clearly government can influence the supply conditions of key production factors, demand conditions in the home market, and competition between firms. Government interventions can occur at local, regional, national or supranational level. Chance events are occurrences that are outside of control of a firm. They are important because they create discontinuities in which some gain competitive positions and some lose. 6 Four Major Directions of EZ Development in Bangladesh Source: JICA Data Collection Survey on the SEZ in the People’s Republic of Bangladesh, August 2013 7 Approaches for BEZA Capacity Enhancement Program 1. Due Diligence on the BEZA Operation Systems, 2. Introduction of Cross-functional Teams (CFTs) and Establishing “the Desired Shape of BEZA”, 3. Observation Tour to the EZ Facilities and EZ Administrative Organizations in South-east Asia being identified as the Bench-marks for BEZA, 4. Preparation of the BEZA Capacity Enhancement Trainings and its Implementation Programs, 5. Formulation of BEZA Capacity Development Action Plans. 8 Application of Organization Development Method in the Private Sector for BEZA 㻭㼏㼔㼕㼑㼢㼕㼚㼓 㼠㼔㼑㻌㼀㼍㼞㼓㼑㼠㼑㼐㻌㻻㼎㼖㼑㼏㼠㼕㼢㼑㼟 㻵㼙㼜㼞㼛㼢㼑㼙㼑㼚㼠㻌㼛㼒㻌㻿㼑㼞㼢㼕㼏㼑㻙㼝㼡㼍㼘㼕㼠㼥 㼍㼚㼐㻌㻯㼡㼟㼠㼛㼙㼑㼞㻌㻿㼍㼠㼕㼟㼒㼍㼏㼠㼕㼛㼚 㻲㼛㼞㼙㼡㼘㼍㼠㼕㼚㼓㻌㻿㼔㼛㼞㼠㻙㻌㼍㼚㼐㻌㻹㼑㼐㼕㼡㼙㻙 㻿㼑㼠㼠㼕㼚㼓㻌㼠㼔㼑㻌㼀㼍㼞㼓㼑㼠 㼠㼑㼞㼙㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻼㼘㼍㼚㼟 㻻㼎㼖㼑㼏㼠㼕㼢㼑㼟 㻝㻕㻌㻿㼔㼛㼞㼠㻙㼠㼑㼞㼙㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻼㼘㼍㼚 㻌㻌㻌㼍㼚㼐㻌㻯㼛㼚㼏㼑㼜㼠㼡㼍㼘㻌㻰㼑㼟㼕㼓㼚 㻞㻕㻌㻹㼑㼐㼕㼡㼙㻙㼠㼑㼞㼙㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠 㻮㻱㼆㻭㻌㻯㼍㼜㼍㼏㼕㼠㼥㻌㻱㼚㼔㼍㼚㼏㼑㼙㼑㼚㼠 㻿㼍㼠㼕㼟㼒㼕㼑㼐㻌㻹㼑㼙㼎㼑㼞㼟 㻌㻌㻌㻹㼍㼟㼠㼑㼞㻌㻼㼘㼍㼚 㻼㼞㼛㼓㼞㼍㼙 㻝㻕㻌㻰㼡㼑㻌㻰㼕㼘㼕㼓㼑㼚㼏㼑㻌㼛㼚㻌㻮㻱㼆㻭 㻌㻌㻌㻻㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼍㼘㻌㻼㼑㼞㼒㼛㼞㼙㼍㼚㼏㼑 㻌㻌㻌㼍㼚㼐㻌㻯㼍㼜㼍㼎㼕㼘㼕㼠㼥 㻞㻕㻌㻭㼟㼟㼕㼟㼠㼍㼚㼏㼑㻌㼒㼛㼞㻌㻱㼟㼠㼍㼎㼘㼕㼟㼔㼕㼚㼓 㻾㼑㼢㼕㼣㼕㼚㼓 㻸㼛㼚㼓㻙㼠㼑㼞㼙 㻼㼍㼟㼟㼕㼛㼚㻌㼛㼒㻌㼠㼔㼑 㻱㼐㼡㼏㼍㼠㼕㼛㼚㼍㼘 㻌㻌㻌㻮㻱㼆㻭㻌㻯㼍㼜㼍㼏㼕㼠㼥㻌㻱㼚㼔㼍㼚㼏㼑㼙㼑㼚㼠 㻻㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼍㼘 㻲㼍㼕㼞 㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠 㻹㼑㼙㼎㼑㼞㼟㻌㼍㼚㼐 㼀㼞㼍㼕㼚㼕㼚㼓㻌㼍㼚㼐 㻌㻌㻌㻼㼞㼛㼓㼞㼍㼙 㻿㼠㼞㼡㼏㼠㼡㼞㼑㻌㼍㼚㼐 㼀㼞㼑㼍㼠㼙㼑㼚㼠 㼂㼕㼟㼕㼛㼚 㻹㼛㼠㼕㼢㼍㼠㼕㼛㼚 㻳㼞㼛㼣㼠㼔 㻟㻕㻌㻵㼙㼜㼘㼑㼙㼑㼚㼠㼍㼠㼕㼛㼚㻌㼛㼒㻌㼜㼞㼕㼛㼞㼕㼠㼥 㻱㼙㼜㼛㼣㼑㼞㼙㼑㼚㼠 㻌㻌㻌㼜㼞㼛㼖㼑㼏㼠㼟㻌㼕㼚㻌㼠㼔㼑㻌㻮㻱㼆㻭㻌㻯㼍㼜㼍㼏㼕㼠㼥 㻌㻌㻌㻱㼚㼔㼍㼚㼏㼑㼙㼑㼚㼠㻌㻼㼞㼛㼓㼞㼍㼙 㻯㼛㼚㼒㼕㼞㼙㼍㼠㼕㼛㼚㻌㼛㼒㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻿㼏㼑㼚㼍㼞㼕㼛 㻝㻕㻌㻭㼚㼍㼘㼥㼟㼕㼟㻌㼛㼒㻌㻱㼏㼛㼚㼛㼙㼕㼏㼍㼘㻌㻯㼛㼚㼐㼕㼠㼕㼛㼚㼟㻘㻌㻵㼚㼐㼡㼟㼠㼞㼕㼍㼘 㻌㻌㻌㻿㼠㼞㼡㼏㼠㼡㼞㼑㻌㼍㼚㼐㻌㻵㼚㼢㼑㼟㼠㼙㼑㼚㼠㻌㻹㼛㼢㼑㼙㼑㼚㼠 㻞㻕㻌㻯㼛㼙㼜㼍㼞㼍㼠㼕㼢㼑㻌㻿㼡㼞㼢㼑㼥㻌㼍㼚㼐㻌㻮㼑㼚㼏㼔㻙㼙㼍㼞㼗㼕㼚㼓㻌㼛㼚㻌㼠㼔㼑 㻌㻌㻌㻭㼐㼢㼍㼚㼏㼑㼐㻌㻱㼆㼟㻌㼍㼚㼐㻌㻱㼆㻌㻭㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㻻㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼟 㻟㻕㻌㻲㼛㼞㼙㼡㼘㼍㼠㼕㼛㼚㻌㼛㼒㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻿㼠㼞㼍㼠㼑㼓㼥㻌㼍㼚㼐㻌㻱㼆 㻌㻌㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻳㼡㼕㼐㼑㼘㼕㼚㼑 㻠㻕㻌㻲㼛㼞㼙㼡㼘㼍㼠㼕㼛㼚㻌㼛㼒㻌㻹㼍㼞㼗㼑㼠㼕㼚㼓㻌㻿㼠㼞㼍㼠㼑㼓㼥㻌㼒㼛㼞㻌㼜㼞㼛㼙㼛㼠㼕㼛㼚 㻌㻌㻌㼛㼒㻌㻱㼆㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼛㼠㼔㼑㼞㼟 9 How do you achieve the Managerial Goals ? Objectives of Management Management Managerial Resources - Management Strategy - Human Resource - Annual Corporate Plan -Finance - Business Plan for SBUs, - Assets & Equipment etc - Information, etc Vision, Mission & Credo 10 㻼㼞㼛㼏㼑㼟㼟㼑㼟㻌㼒㼛㼞㻌㻵㼙㼜㼞㼛㼢㼕㼚㼓㻌㻻㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㼍㼘㻌㼂㼍㼘㼡㼑 Appreciation of Organizational Value How can we improve Organizational Value? ᭷ ᙧ ㈨ 1. Recognizing Importance of Intangible ⏘ TangibleAssets Strategy Assets, agbeAssets Tangible (Land,᭷ᙧ㈨⏘ Facilities, 䞉Clarification and Manetary䠄ᅵᆅ䞉᪋タ䞉 Assets, 2. Shape-up your Organizational Strategy for etc)㔠⼥㈨⏘➼䠅 Internalization of Managerial Policy and establishing Competitive Edges, Organizational Objectives䚸 3. Introduction of sound Management 䞉Outlays of Organizational Assets and its Improvement Systems coupled with Financial Allocation, Informatio᝟ሗ㈨⏘ H.ேⓗ㈨⏘ R. Assets 䞉Establising Management 4. Visualization of Managerial Risks and 䠄᝟ሗ䝅䝇 (Skill,䠄䝇䜻䝹䚸௚䠅 etc) Systems for Competitive ↓ nal Assets 䠄䝔䝮䚸௚䠅MIS, ete) Edge and its Maintenance Business Continuity Plan, ᙧ 䞉Visualization of Managerial 5. Market-driven Business Plan and Marketing ㈨ Risks and Business ⏘ Activities for Customer Satisfaction, Organizational⤌⧊㈨⏘ Assets Continuity Plan (BCP) nagbeAssets Intangible 䞉Capacity Enhancement for 6. Proper Coordination Capability with Market-driven Business Management⤒Ⴀ⌮ᛕ䚸䝸䞊䝎䞊䝅䝑䝥䚸⤌⧊ Policy, Leadership, various Stakeholders, etc. Organizationalᵓ㐀䚸⤌⧊ᩥ໬䞉䝰䝷䝹䚸ෆ㒊⤫ Structure, Planning and Marketing for Customer Satisfaction Organizationalไ䚸䝇䝔䞊䜽䝩䝹䝎䞊䛸䛾ㄪᩚ Culture & Morale, 䞉Coordination Capability Ethicalຊ䚸䝸䝇䜽䝬䝛䝆䝯䞁䝖䚸௚ Standards, Teamworks, etc with various stakeholders, 11 What is the difference between the Management and Manager ? Management is the group of people who take decisions and plan for the growth of the company, where as the manager is the person appointed by the managing committee to take care of implementation of their decisions on day to day basis. MANAGEMENT MANAGER Activity Define the Rules and Goals Implement the tasks/duties to be achieved given by the Management Perspective Wider & Longer range Narrower & Shorter range Freehand on Larger Smaller Pre-conditions Authority Bigger Smaller Impact Wider & Bigger Narrower & Smaller 12 Different types of Managers 1. Strategic Managers The firm’s Senior Executives who are responsible for overall management, 2. Tactical Managers The firm’s Management Staff who are responsible for translating the General Goals and Plans developed by strategic managers into specific objectives and activities, 3. Operational Managers The firm’s lower-level managers who supervise the operations of the organization. 13 Cycle of Management at each level Plan Control Procur ement MANAGEMENT Strategy Report Instru ction MANAGER Motiv Train ation ing Detailed Cycle of Management STAFF MEMBER 14 Key Aspects of Managerial Success Interpersonal Planning & Strategizing Perform Managerial Roles Effectively Organizing Informational What it takes to be a Successful Manager Leading Perform Managerial Decisional Functions Effectively Controlling 15 Four (4) Management Functions 1. Planning & Strategizing: The Management Function that successes the management environment to set future objectives and map out activities necessary to achieve those objectives, 2. Organizing: The Management Function that determines how the firm’s human, financial, physical, informational, and technical resources are arranged and coordinated to perform tasks to achieve desired goals; the deployment of resources to achieve strategic goals, 3. Leading: The Management Function that energizes people to contribute their best individually and in cooperation with other people, 4. Controlling: The Management Function that measures performance, compares it to objectives, implements necessary changes, and monitors progress. 16 Roles of the Manager Superior Officer Assignment Suggestion Report Performing own tasks Other Dept. Promoting Cooperation Manager other than administrative of Policy Dissemination Management Personal Management Performance Opinion Office Change Subordinate 17 Implementation Flow of the Capacity Enhancement Program As an Integral Part of the Project Legal Systems Development Formulation of EZ Development Guideline Progressof Projects under WB Confirmation of EZ Selection of Candidate Development Needs Development of EZ Sites besides Polash Development Concept Basic Plan for Short-term Development Candidate Sites Bench-marking Advanced EZs and EZ Administrative Master Plan for Middle-term Organizations and Development Candidate Sites Observation Tour Final Outputs START Operations Investment Promotion Seminars in Bangladesh and Japan Confirmation of EZ Development Policy Development (Technical Cooperation Outputs) (Technical Cooperation