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private sector Tagged Articles
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How To Improve Your Team Building Success
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| Teams, regardless of size and mission, often become snared in conflict when seeking solutions to problems. This is true in both the public and private sector, and it’s true whether teams are working at the community level or addressing national issues.
This article focuses on five important team functions to pay attention to in avoiding conflict and maximizing team effectiveness. |
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Why real change after culture change initiatives often fail
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| Why is it that so many culture change iniaitives fail? I think its because often business leaders fail to take into account how they will sell change and take for granted people will play ball - big mistake! In this article I discuss what I believe are some of the main 'assumptions' businees leaders make. |
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The JLARC Review: The Phantom Echoes of Public Sector Supplier Discontent? (Part 1)
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| “. . . Because we are not reviewing whether eVA is successful or not, but rather how it impacts one group of users and potential users, the questions do not focus so much on the elements of success that are addressed in Yes Virginia! But try to get at small business impact”
e-mail from Chief Legislative Analyst, Joint Legislative Audit and Review Committee (April 2009)
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President Obama, Small Businesses & Growing the American Dream during Tough Times
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| Just as lending institutions need to free more credit to allow small businesses to grow, small business owners in turn are going to have to get much savvier about marketing and promoting their businesses in order to reach their target market and have their businesses grow. |
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When Strategies Are Not Strategic......
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| Modern business planning owes it origins to two very different parents. |
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Planning for Success
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| The first question many small businesses ask themselves is "why bother performance analysing and planning, things seem to be going ok. Besides, it's too hard and I don't have the time or know exactly where to start!"
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If your company has a supply chain project, who are the top 5 companies you would call?
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| If your company has a supply chain project involving network analysis, implementing new technologies in a warehouse or strategically planning growth for the next five years, who are the top five companies you would call to help you with this and why?
Drew, Director at Forte Consultants, Cincinnati, U.S. |
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My Account
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| In Part 1 of this posting, I shared with you information from my recent interview with Bob Sievert (Director, eProcurement Bureau for the Commonwealth of Virginia). As indicated, Bob had contacted me in response to the Ariba posting (The Ariba Interviews: Re-engineering the Future of On-Demand, August 31, 2007) indicating that their experiences would “fit nicely” with that article. Needless to say, it did in that it emphasized a number of key points including the importance of leading with process understanding versus technological capabilities.
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Why small businesses are important for the Canadian economy
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| In recent years, small businesses across the country have played a crucial role in stabilizing the often volatile economy in Canada, and there are a variety of reasons why.
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7.5.4 The role of public sector training institutions: Institutional design and capacity building
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| Many believe that public sector training institutions are intrinsically unable to support the training needs of the poor and disadvantaged and that, for this reason, primary reliance should be placed on NGOs and other private sector training institutions. |
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7.4.1 Governance and organisation
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| Once again, little or no systematic research has been undertaken on the governance and organisational arrangements of national training systems in developing countries. In particular, little is known about recent attempts that have been made to improve the level of representation and thus the power and influence of the poor in governance structures and with what results. Similarly, virtually nothing is known about specific organisational changes that have been made in an attempt to ensure that the special training needs of the poor are adequately catered for.
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6. For-profit and NGO training activities
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| There are two basic types of private sector training institutions (PSTI) - for-profit and not-for- profit. For-profit PSTIs usually focus on the sale of training services. With economic liberalisation, most governments have adopted a more positive attitude towards PSTIs and have, therefore, taken steps to create a more enabling environment. Many NGOs are only involved in income generation and other activities (advocacy, life skills) where skills development is mainly on a learning-by-doing/learning-by-earning basis.
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3.2 The private sector: Training priorities, resources and reorientation
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| Little is known about the extent to which private sector training provision benefits the poor and even less is known about recent trends. |
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2.2.4 National training systems: Contributory factors
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| While constant reference is made in the literature to 'vocational training systems', it is rarely made clear what exactly is meant by training system. |
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Update: NEPAD e schools Initiative
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| The ambitious NEPAD e schools project aims to impart ICT skills to young people throughout the continent, reaching 600,000 schools in 54 countries over the next ten years. Henry Chasia, Executive Deputy Chairperson, The NEPAD e Africa Commission, South Africa, said this is a massive undertaking. It is necessary to have partnerships, and the private sector IT companies have joined from the very beginning. |
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IV Module I Key Principles for an African Model of Microfinance
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| African microfinance is as diverse as the continent itself. An array of approaches have
been used, ranging from traditional kinship networks and Revolving Savings and Credit
Associations (ROSCAs) to NGOs and development projects, and funded by both the informal
and formal financial sectors, as well as domestic and international and donors. Consequently,
examples of African microfinance offer an array of lessons of what works and doesn't work. |
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II. How Can MicroFinance Succeed In Africa?
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| African microfinance is as diverse as the continent itself. An array of approaches have been used, ranging
from traditional group-based systems, to specialised lending by banks and funded by international nongovernmental
organisations (NGO) financial intermediaries. Consequently, examples of African
microfinance offer an array of lessons of what works and doesn’t work. Drawing from these lessons, and
those from non-African examples, OSCAL developed a Microfinance model based on four principles: |
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Lessons Learned
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| The privatisation process in Africa is still far from complete
and has led to mixed results. The successful cases of the
Compagnie Ivorienne d’Electricité, Sonatel, and Société
d’Energie et d’Eau du Gabon can not hide the dramatic
failures. |
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Proper Regulation Is Crucial to Ensure Welfare Gains
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| The effects of privatisation on living conditions of the
population, and, in particular, on improved access and
quality, are mixed and depend on the regulatory framework
in place and the capacity of the state to co-operate with
the private sector. In particular, the impact of privatisation
policies on the welfare of the population and ultimately on
the poor requires: |
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A Limited Impact on Private Sector Development
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| Since the beginning of the process in 1990, the number of
privatisations through public flotation has been only
4 per cent of total transactions. Moreover, the trend is
downward, confirming the difficulty in African countries of
building stock exchanges and capital markets, still often
used by governments to raise loan finance rather than
capital for industry. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Enabling Entrepreneurship in Africa
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| Interview with Mr. Luciano Borin, Director, Private Sector Operations, African Development Bank
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Enabling Entrepreneurship in Africa
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| Interview with Mr. Luciano Borin, Director, Private Sector Operations, African Development Bank
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Enabling Entrepreneurship in Africa
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| Interview with Mr. Luciano Borin, Director, Private Sector Operations, African Development Bank
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1.0 Overview: Gender Entrepreneurship and Competitiveness in Africa, 2007
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| An appreciation of gender issues is important when
considering strategies to improve Africa’s competitiveness
in the world and ways to promote private-sector
development.There are three main reasons why gender
matters. |
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Overview I: Economic Report on Africa 2007
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| Moderate world growth and the threat of macroeconomic imbalances |
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Other private sector Related Articles
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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SMEs in Africa: the “Missing Middle”
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| The development of the private sector varies greatly
throughout Africa. SMEs are flourishing in South Africa,
Mauritius and North Africa, thanks to fairly modern financial
systems and clear government policies in favour of private
enterprise. Elsewhere the rise of a small-business class
has been hindered by political instability or strong
dependence on a few raw materials. |
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3.2 The private sector: Training priorities, resources and reorientation
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| Little is known about the extent to which private sector training provision benefits the poor and even less is known about recent trends. |
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7.5.4 The role of public sector training institutions: Institutional design and capacity building
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| Many believe that public sector training institutions are intrinsically unable to support the training needs of the poor and disadvantaged and that, for this reason, primary reliance should be placed on NGOs and other private sector training institutions. |
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Can present day PWGSC woes be traced back to a 1995 article on the General Services Administration in the US
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| “Of all the agencies and departments that have been discussed for privatization this year, the GSA would be one of the easiest to privatize. Its many services are available from the private sector, whose more successful firms offer a blueprint for how a privatized GSA could survive and thrive in a competitive environment. Moreover, because of the routine and commercial nature of most of its operations, as well as the performance benchmarks provided by its private sector counterparts, GSA is amenable to forms of privatization that allows for substantial and active participation by the existing federal workforce.
Dr. Ronald D. Utt, Ph.D.
Privatize the General Services Administration Through an Employee Buyout
May 26, 1995 - The Heritage Foundation
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REVIVE AN ECONOMY… THE ANSWER LIES WITH THE PRIVATE SECTOR
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| The best road to economic recovery strengthens and grows private business. The private sector, guided by the discipline of the market system, will always be the most efficient way to create the right number of productive jobs providing the products and services the economy demands.
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About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
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| In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.”
The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector. |
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A Revenue Positive Business Model in Public Sector Purchasing (Part 1)
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| The core “philosophy” behind the New Public Management or “NPM” concept (which has been part of the government lexicon since the 1980s), is the belief that a “market orientation in the public sector will lead to greater cost-efficiency for governments, without having negative side effects on other objectives and considerations.”
While there may be merit in the NPM vision, in reality its practical implementation has for the most part been sidetracked into an imitate versus innovate approach. Specifically, the philosophy has been reduced to one of using the same technological platforms and methodologies in the public sector as the ones used in the private sector. |
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Careers for Interpreters and Translators
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| As business becomes more globalized, there is a growing need for interperters and translators. Career opportunities can range from private sector jobs for public and private companies to government jobs.
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The Revised Payment of Gratuity Act - A Boon for Private Sector Employees
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| Employees of private sector organizations have a reason to smile. Government of India will be revising the ceiling on gratuity payable and increase it from 3.5 lakh to 10 lakh rupees. The main behind considering this revision proposal has been to bridge the disparity between private sector and government sector employees. |
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