पाँच स्थानमा केबुलकार सञ्चालन गर्ने

असोज २५ - सरकारले देशका पाँच स्थानमा केबुलकार सञ्चालन गर्ने भएको छ। सरकारले गरेको अध्ययनअनुसार केबलकार सञ्चालनका लागि मुलुकको पाँच स्थान उपयुक्त देखिएको हो। संस्कृति पर्यटन तथा नागरिक उड्डयन मन्त्रालयले गरेको अध्ययनअनुसार सुनसरी-धनकुटा, कालिकोट, डोटी र काभ्रेपलाञ्चोक जिल्लामा केबलकार सञ्चालनको सम्भाव्यता देखिएको हो।

मन्त्रालयले गरेको सम्भाव्यता अध्ययनमा यी पाँच स्थान उपयुक्त देखिएको र सञ्चालनका लागि पनि सहज रहेको बताइएको छ।

 

मन्त्रालयले गरेको अध्ययनबाट करिब डेढ अर्बको लागतमा सुनसरी-धनकुटा, कालिकोट, डोटी र काभ्रे जिल्लामा केबलकार निर्माण गर्न सकिने देखिएको छ।

काभ्रेको धुलिखेलदेखि पलाञ्चोक भगवतीसम्म, सुनसरीको धरानदेखि धनकुटाको भेडेटारसम्म, कालिकोटको कोटबाडादेखि चाल्नासम्म र डोटी-खप्तडमा केबलकार सञ्चालन गर्न सकिने सम्भावना देखिएको मन्त्रालयका पर्यटन पूर्वाधार विकास आयोजना प्रमुख प्रकाश रघुवंशीले बताए ।

चारवटै स्थानमा निर्माणको जिम्मा भने निजी क्षेत्रलाई दिने तयारी गरिएको छ। मन्त्रालयले सम्भाव्यता अध्ययनका लागि मात्रै रु २५ लाख खर्च गरिसकेको छ।

रघुवंशीका अनुसार थानकोट चन्द्रागिरिको काम भने तिहारपछाडि नै अगाडि बढाउने गरी तयारी भइरहेको छ।
आयोजना प्रमुख रघुवंशीले दिनुभएको जानकारीअनुसार मनकामना दर्शन प्रालिले सञ्चालनमा ल्याएको केबलकारको सकारात्मक अनुभवले पनि निजी क्षेत्रका लगानीकर्ता उत्साहित देखिएका छन्।
चारवटै स्थानमा वातावरणीय अवस्था मूल्याङ्कनका लागि वातावरण मन्त्रालयमा पठाइएको र सो मन्त्रालयबाट पनि सकारात्मक जवाफ आएकाले काम अगाडि बढ्नेमा उनले आशा व्यक्त गरे ।
सरकारले सरकारी निजी साझेदारीमा केबलकार सञ्चालन गर्ने बताए पनि व्यवस्थापनमा आउन सक्ने जटिलताका कारण निजी क्षेत्रलाई नै सञ्चालनका लागि अभिप्रेरित गरिएको र निजी क्षेत्रले चासोसमेत राखेको मन्त्रालयले जनाएको छ।
लगानीको तुलनामा प्रतिफल उच्च रहने भएकाले केबलकार सञ्चालनमा निजी क्षेत्र उत्साहित रहेको आफूले पाएको रघुवंशीले जानकारी दिए ।
धुलिखेलदेखि पलाञ्चोक भगवतीसम्म ११ किलोमिटर लामो केबलकार निर्माण गर्न सकिने छ भने सो दूरी पार गर्न केबलकारलाई ३५ मिनेट लाग्ने बताइएको छ।
सो स्थानमा केबलकार निर्माणका लागि रु ५३ करोड लाग्ने अनुमान गरिएको छ। अध्ययनअनुसार आगामी चार वर्षमै सो स्थानमा केबलकार स्थापना गरेर सञ्चालन गर्न सकिने देखिएको छ।
प्रतिघन्टा १८० जना यात्रुलाई आवतजावत गराउन सक्ने पलाञ्चोक केबलकारले नौ वर्षमै लगानी उठाउने देखिएको छ।
धुलिखेलदेखि पलाञ्चोक भगवतीसम्मको केबलकारको सम्भाव्यता अध्ययन ब्रिज कन्सल्ट्यान्सीले गरेको बताइएको छ।
कालिकोटको केबलकार निर्माणका लागि रु १२ करोड २६ लाख लाग्ने देखिएको छ। सो केबलकार मार्गको दूरी एक दशमलव ९ किलोमिटर रहने र सो दूरी पार गर्न केबलकारलाई करिब आठ मिनेट लाग्ने अध्ययन प्रतिवेदनमा उल्लेख गरिएको छ।
प्रतिघन्टा १२० जनाले आवतजावत गर्न सक्ने सो केबलकार निर्माण गर्न तीन वर्ष लाग्ने देखिएको छ। रोपवे एन्ड केबलकार नामक निजी कम्पनीले गरेको अध्ययनअनुसार सञ्चालनको दुई वर्ष १० महिनामा लगानी फिर्ता हुने देखिएको छ ।
धरान र भेडेटारबीचमा दुई दशमलव आठ किलोमिटर लामो केबलकार बनाउन सकिने अध्ययनमा देखिएको छ।
आठ मिनेट पाँच सेकेण्डमा उक्त दूरी पार गर्न सकिने सो केबलकार निर्माण गर्न रु ३८ करोड लाग्ने अध्ययनमा देखिएको आयोजना प्रमुख रघुवंशीले बताए ।
तीन वर्षमा निर्माण सम्पन्न हुने धरानको केबलकार सञ्चालनमा आएको साढे चार वर्षमा लगानी फिर्ता हुने अध्ययन प्रतिवेदनमा उल्लेख छ। बिजिकर्न इञ्जिनियर कन्सल्ट्यान्सीले सो केबलकारको सम्भाव्यता अध्ययन गरेको थियो।
यसैगरी डोटीमा अध्ययन भएको तीन किलोमिटर लामो दूरीको केबलकारको अनुमानित लागत रु ३९ करोड छ। सो दूरी आठ मिनेट पाँच सेकेण्डमा पार गर्न सकिने र निर्माणमा करिब तीन वर्ष लाग्ने पनि प्रतिवेदनमा उल्लेख छ। सञ्चालनमा आएको करिब पाँच वर्र्षमा यसको लगानी उठ्न सक्ने अध्ययनले देखाएको छ।
डोटीको यो केबलकारको सम्भाव्यता अध्ययन बिम कन्सल्ट्यान्सीले गरेको थियो। मन्त्रालयले यसअघि काठमाडौँको चन्द्रागिरि, शिवपुरी, ललितपुरको फुलचोकी, रसुवाको गोसाइँकुण्ड, दोलखाको कालीञ्चोक, मुस्ताङको मुक्तिनाथ र गुल्मीको रेसुङगामा केबलकार सञ्चालनका सम्भाव्यता अध्ययन गरेको थियो।
मन्त्रालयले अध्ययन गरेका सबै स्थानमा केबलकार सञ्चालनको सम्भाव्यता देखिए पनि काठमाडौँको चन्द्रागिरिमा मात्र निजी क्षेत्रले केबलकार बनाउन चासो देखाएको छ।
मनकामना दर्शन प्रालिले चितवनको चेरेसदेखि मनकामना मन्दिरसम्म सञ्चालन गरेको केबलकारको लगानीभन्दा बढी आम्दानी भएको भन्दै केबलकार निर्माणमा निजी क्षेत्रको चासो बढेको हो। रासस

SLC Supplementary Result 2068 - View Supplementary Result of SLC 2068 with Marksheet

SLC Supplementary Result 2068 - View Supplementary Result of SLC 2068 with Marksheet

SLC Result 2068: Click here to free download the result

SLC Result 2068

परीक्षा नियन्त्रण कार्यालयले आज यस वर्षको एसएलसी परीक्षाको परीक्षाफल प्रकाशित गरेको छ।  यस वर्ष नियमित तर्फ ४७.१६  प्रतिशत परीक्षार्थी उत्तीर्ण भएका छन्। ग्रेस नम्बर पाँच दिँदा पनि उत्तीर्ण संख्या गत वर्षभन्दा ८.३४ प्रतिशतले कम हो। गत वर्ष ५५.५ प्रतिशत उत्तीर्ण भएका थिए।  त्यसैगरी आंशिकतर्फ यस पटक १३.७०  प्रतिशत मात्र उत्तीर्ण भएका छन्। यस पटक विशिष्ट श्रेणीमा १७ हजार ७ सय ६०, पहिलो श्रेणीमा ७७ हजार २५७, दोस्रो श्रेणीमा ९३ हजार ८३० र तेस्रो श्रेणीमा ८ हजार ७९१ जना उत्तीर्ण भएका छन्।  यस वर्ष नियमिततर्फ ४ लाख ४५ हजार ९ सय ७४ र एक्जाम्टेड तर्फ ८२ हजार २ सय ८३ गरी पाँच लाख २८ हजार २ सय ५७ सहभागी थिए।  

Timely Constitution Drafting Fail in Nepal

नेपाली कङ्ग्रेस जिल्ला कार्यसमितिको कार्यालय, सर्लाहीमा मधेसी जनअधिकार
फोरमका कार्यकर्ताले अपराह्न ४ बजे आगो लगाइदिएका छन्। आगलागीबाट भएको क्षतिको विवरण प्राप्त हुन बाँकी नै छ। संयमित र
मर्यादितरुपले आफ्ना माग राख्‍न पाउने नागरिकको अधिकार हुँदाहुँदै पनि राजनीतिक दलको कार्यालयलाई लक्षित गरी भौतिक सम्पत्ति नष्ट गर्नु अत्यन्त गम्भीर र दुःखदायी घटना हो भन्दै नेपाली कङ्ग्रेसले संविधान निर्माणको अन्तिम घडीमा मधेसी जनअधिकार फोरमका कार्यकर्ताबाट भएको यस्तो अशोभनीय र घृणित कार्यको घोर निन्दा र भर्त्सना गरेको छ।

साथै, आफूलाई एउटा जिम्मेवार राजनीतिक दलका रुपमा प्रस्तुत गर्न र आफ्ना कार्यकर्तालाई संयमित र मर्यादित बनाउन मधेसी जनअधिकार फोरमलाई कङ्ग्रेसले आग्रह पनि गरेको छ। यस घटनामा संलग्न व्यक्तिहरुको पहिचान गरी उनीहरुलाई कडाभन्दा कडा कार्वाही गर्न र आम नागरिकमा शान्ति सुरक्षाको प्रत्याभूत गर्न पनि उसले सरकारसँग मांग गरेको छ।

देश बन्न नसकेको मुलुकका जनताले समृद्धिका लागि एकाग्र हुने समयमा राजनीतिको अनावश्यक प्रताडना भोग्नुपरेको छ। गणतन्त्र आएपछिका आशाहरू धूमिल भएका छन्। संविधान निर्माणमा भएको खेलाँचीले अहिले देशभर निराशाको दहशत फैलिएको छ। राजनीतिको मुख्य दायित्व सामाजिक विभाजनलाई समाप्त पार्नु हो। दुर्भाग्य नै हो, हाम्रो मुलुकको राजनीति सामाजिक विघटनतिर एकोहोरिएको देखिन्छ। क्रान्ति र विद्रोहका मामिला सबैभन्दा सिद्धहस्त नेताहरू किन राजनीतिको व्यवस्थापनमा चुकेका छन्? किन मुलुक पटक पटक भुमरीमा पर्ने गरेको छ?

चेन्नाइले जितोस् कि कोलकाताले, हामी नेपालीको जित भनेको संबिधान आउनु हो


जेष्ठ १४ - माओवादी अध्यक्ष पुष्पकमल दाहालले नयाँ संविधान नआउने बताउँदै संविधानसभा बचाउन नसकेको प्रतिक्रिया दिएका छन् । 'संविधानसभा बचाउन सकिएन,' उनले भने, 'अब रुपान्तरित संसद् वा संकटकालका विकल्पबारे छलफल भइरहेका छन् ।' उनले दुई विकल्पबारे छलफल गर्न आफू स्थायी समिति बैठकमा भाग लिन हिंडेको बताए ।
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उहिले पढ्दा शिक्षकहरू बोधो दिमागका मानिस भेट्यो कि भन्नुहुन्थ्यो– कस्तो भुच्चड! त्यो शब्दको अर्थ अब खोजिरहनु पर्दैन। लोकतन्त्रमा जनता जस्ता छन्, नेता त्यस्तै हुन्छन् भन्ने त उखानै छ।
संविधान नभएर के हुन्छ? ९९ प्रतिशत नेपालीले यो कोणबाट सोचेकै छैनन्। उनीहरू त्यसरी सोच्दा पनि सोच्दैनन्। बेलायतमा लोकतन्त्र छ। तर, त्यो लोकतन्त्र सञ्चालन गर्ने संविधान छैन। अभ्यास र अनुश्रुतिकै भरमा चलेका बेलायतीहरूले दुई, दुई राजा काटे पनि संविधान बनाएन। राजाको नाममा बेलायती साम्राज्यको विस्तार गरे। उनीहरूलाई संविधान चाहिएन। पारस्परिक विश्वास नै संविधान बन्यो। अरु धेरै यस्ता देश पनि छन्, जहाँ संविधान छ तर परम्परागत नीतिका आधारमा शासन चलेका छन्। हामीकहाँ अवस्था एकदमै फरक छ। हामीकहाँ विश्वासको जग बलियो छैन। हामीले एकअर्काप्रति शंका र अविश्वासमात्रै गर्न जानेका छौं। तामातुलसी छोएर किरिया खाने चलन छ हामीकहाँ। तमसुक लेख्ने र च्यात्नेहरूको ठूलो समूह छ यो मुलुकमा।
२०६३ को आन्दोलनको अपार सफलतापछि संविधानसभाको निर्वाचनमा सबै राजनीतिक दलहरूको विश्वास र प्रतिबद्धता थियोे, नयाँ संविधान आएपछि हामी नेपाली सार्वभौमसत्ताको मालिक आफैं बन्नेछौं। जनताले त्यो विश्वास र प्रतिबद्धतामा विश्वास गरे। अहिले अवस्था उल्टिएको छ। सार्वभौम शक्तिका मालिक भनिएका नेपाली संविधानविहीन शून्यमा निस्सासिन थालेका छन्। संविधान आउने आशा र आशंकामा आज राति १२ बजेसम्म सबै नेपालीको आवाज जम्ने निश्चित नै छ। सार्वभौमशक्ति जनतामा रहेको प्रत्याभूति दिने संविधान जन्मिने नजन्मिने ठेगान नभएको अहिलेको घडीमा अनुमानको सुगन्धरहित फूल फुलाउनुको कुनै अर्थ छैन।
संविधानसभाले संविधान उत्पादन गर्न सकेन भने यो सभा भंग हुन्छ कि यसैले जबर्जस्ती व्यवस्थापिका संसद्को रुप लिन्छ? संविधान जन्माउन नसक्ने संविधानसभालाई व्यवस्थापिका संसद्को हैसियत दिन खोजियो भने त्यसको प्रतिकार हुने निश्चित छ। त्यसपछि के हुन्छ? कसैले भन्न सक्दैन। विधिको शासन स्थापित गर्न चुनिएको संविधानसभाको समाप्तिसँगै सुरु हुने शून्य समयलाई कसले सम्बोधन गनर्ेे हो? राष्ट्रपतिको हस्तक्षेप हुने सम्भावना छ कि छैन? महा–आन्दोलनपछि अत्यन्त कमजोर र जर्जर भएको देशले त्यस्तो हस्तक्षेपलाई सहन सक्छ कि सक्दैन? अहिलेको सन्दर्भमा यी पक्षहरू पनि उत्तिकै विचारणीय छन्।
Source: ekantipur, Nagarik news and Mirmee Foundation.

पुतला जलाउन खोज्दा हस्तक्षेप, सभासदसहित दर्जनौँ घाइते

प्रमुख तीन दल र मधेसी मोर्चाको हिजोको बैठकले 'नक्कली संघीयता'सहितको संविधान ल्याउन लागेको भन्दै गौशालामा तीन दलका नेताहरुको पुतला जलाउन खोज्दा प्रहरीले हस्तक्षेप गरेको छ। हस्तक्षेपमा सभासद् र सञ्चारकर्मीसहित दर्जनौँ घाइते भएको नेपाल आदिवासी जनजाति महासंघले जनाएको छ।

Source: Nagarik News

सहमतिको विरोधका क्रममा नयाँ बानेश्वरमा सभा सकिएपछि विरोध जुलुस निस्कने क्रममा गौशालामा शीर्ष नेता पुष्पकमल दाहाल प्रचण्ड, सुशील कोइराला र झलनाथ खनालको पुत्ला दहन गर्न खोजेको थियो। यसै क्रममा प्रहरीले बिना चेतावनी हस्तक्षेप गरेको महासंघले आरोप लगाएको छ।

प्रहरी हस्तक्षेपमा आज गरिएको प्रहरी दमनमा सभासद् आङदावा शेर्पा, नेपाल आदिवासी जनजाति महासंघकी उपाध्यक्ष इन्दिरा जिमी याखा, थारु कल्याणकारिणी सभाका कोषाध्यक्ष डम्बरप्रसाद चौधरी, तमु ह्युल छोँझ धीका महासचिव रेशम गुरुङ घाइते छन्। त्यसैगरी विद्यार्थी महासंघका धीरेन्द्र राई, माधव दर्लामी मगर, पे्रम लिम्बू, निरज चौधरी, पुष्कर चौधरी, नवाङफुरी शेर्पा, भाइ किराँतीसहित चारदर्जन घाइते भएको महासंघले जनाएको छ।

घाइते सभासद शेर्पाको ओम अस्पतालमा उपचार भइरहेको नेपाल आदिवासी जनजाति महासंघका महासचिव आङ काजी शेर्पा किसानले बताए। त्यसैगरी दर्जनौलाई गिरफ्तार पनि गरिएको बताउँदै आजको दमनको विरोधमा भोलि देशब्यापी विरोध सभा गर्ने महासंघले जनाएको छ। विरोध प्रदर्शनलाई दृष्टिगत गर्दै स्थानीय प्रशासनले काठमाडौँ उपत्यकाका विभिन्न संवेदनशील क्षेत्रहरुमा जुलुस, धर्ना गर्न नपाउने गरी निषेधित क्षेत्र घोषणा गरिसकेको छ।

Six Following Things Not To Say During A Job Interview

1. Why are you looking for a new job?
Bad Answer: My boss is a jerk and the customers are hard to deal with.
Tip: Keep the answer positive, in terms of where you want to go, not what you want to get away from.
Better Answer: I have been promoted as far as I can go with my current employer. I’m looking for a new challenge that will give me the opportunity to use my skills to help my employer’s business grow.

2. Why do you want to work for us?
Bad Answer: I’m desperate and no one else will hire me.
Tip: Before the interview, visit the employer’s website to learn as much as you can about the company. When answering this question, focus on one or two flattering items to explain why you want to join this particular company.
Better Answer: When I read the mission statement on your website about giving back to the community, I felt really inspired. I was also impressed with the facts about your growth in the past three years three new locations, and a 40% sales increase. That’s really something to be proud of. I think it would be rewarding to be a part of a company that is such a leader in their industry and in the community.

3. Why have you had so many jobs?
Bad Answers: I get bored easily.
Tip: Give acceptable reasons (frequent moves, changes in personal goals, etc.), but focus on the fact that you’re ready for a permanent position now, which is what they are really concerned about.
Better Answer: When I was younger, I decided to sample a wide variety of careers. That way, when I was ready to choose a career path I would be absolutely certain that I had found the right one for the long-term future. Now I’ve settled on this industry, and that’s why I’m here today.

4. What are your strengths?
Bad Answer: I can burp on demand and keep a straight face when telling a lie.
Tip: Discuss three or four of your strengths as they relate to the position you are interviewing for, and give examples of times they have helped you do your work.
Better Answer: I have a really good eye for detail, and in the past, I have caught critical mistakes before they happened. When I worked for ABC Company, I helped the company avoid a few catastrophes this way, so they started routing orders through my office to check even though I wasn’t working in the orders department. Of course, I’d be happy to apply this skill in any way you feel is suitable in this company. Another strength I can offer an employer is…

5. Why should I hire you?
Bad Answer: I need the money to pay off my gambling debts.
Tip: This is your chance to reiterate your skills and relate them to the position you are applying for.
Better Answer: When I read your ad, I couldn’t have imagined a better match for my skills and experience than this job. Now that I have spoken with you, and learned more about your needs, I’m even more certain that I’m the right candidate. I know that I can hit the ground running and exceed your expectations because of my experience with…

6. What are your short-term and long-term goals?
Bad Answer: Considering how hung-over I am, my short-term goal is to make it through this interview. Long-term, I hope to quit my job within a couple of years and become a ski bum.
Tip: Sometimes employers ask this because they want to know whether you are looking at their company for long-term employment or simply a short-term job until something “better” comes along. Other employers want to judge your ability to plan for the future. Most employers do not want to hear that in five years you hope to be retired or plan to start your own business. Your short-term goals should involve getting hired into the right position; long term is where you want to go in your profession.
Better Answer: Short-term, I’d like to find a position where I can build a solid clientele of return clients. I enjoy building relationships with clients who come back year after year for service and advice. Long-term, I can see myself taking some additional training over the next few years, and applying for a more senior position here once I have the right combination of experience and education.
Now that you know little of what you have to do with your answer when interview later, do not forget to apply all the tips and answers described in this article. And most importantly, do not answer questions such as scripts, answer normally and spontaneously.Don’t be surprised if the next question from your interviewer is “When can you start?”

kansaxcan कम्पनी मा काम गर्ने कामदारहरु एक हजार बंगाली र पाच सय नेपाली को भिडन्त

यूएईमा वंगालीहरुद्धारा नेपालीहरु कुटिए
Pradeep Neupane from Dubai says on his facebook wall that, "नेपाली पनि पाच जना मरेको र कैऊ नेपाली र बंगाली को हस्पिटल मा उपचार हुदै kansaxcan कम्पनी मा काम गर्ने कामदारहरु एक हजार बंगाली र पाच सय नेपाली को भिडन्त ----------दुवै को राजधानी अबुधाबी मा" नेपाल दुबई डट कम मई, १४   खेमनाथ पौडेल, यूएर्इ Source: nepaldubai dot com
यूईको पश्चिमक्षेत्र हफ्सनमा रहेको हुण्डाई इञ्जिनियरिङ्ग कस्ट्रक्सन कम्पनीमा कार्यरत करिव ३ सय नेपालीलाई वंगालीहरुले कुटपिट गरेका छन् । सोही कम्पनीमा कार्यरत बंगालीहरुले मे १२ शनिवार रातीको समय पारी नेपालीहरुलाई कुटपिट गरेको समाचार प्राप्त भएको छ । ए एम्बी हटेल स्काफोल्डिङ्गबाट सप्लायरमा उक्त हुण्डाई कम्पनीमा काम गर्न गएका प्रत्यक्षदर्शी लमजुङ्गका नरदेब गुरुङ्गका अनुसार राती करिव ९ बजे खाना खाएर सबै नेपालीहरु टिभी, हेरीरहेका थिए, एक्कासी बाहिर हो हल्ला भयो, वंगालीहरु दुई तिनसयको हाराहारीमा हातमा रड, ढुङ्गा लिएर नेपालीहरु भएको कोठाहरुमा पस्दै कुटपिट गर्न थाले ।   नेपालीहरु कुटिएको थाहा पाएर करिव २५ ३० जना नेपालीहरुले उनिहरुलाई तिर वितर पारे तर ७५ प्रतिशत वंगालीहरु कार्यरत भएको उक्त कम्पनीमा सबै वंगालीहरु एक भएर आउँदा नेपालीहरुको केहि सिप नलागेको बताए । केही समय नेपाली श्रमिक र वंगाली श्रमिक विच झडप भएको र राताको १२ बजे तिर अबुधावी पुलीस तथा आर्मिको नाईटभिजन हेलिकप्टर आई नेपालीहरुलाई उद्धार गरेको उनले वताए । अहिले उक्त क्याम्पमा ४ जना नेपाली बाहेक अन्य सबै नेपाली अन्यत्र अस्थाईरुपमा अल जाफर मदिना जायदमा सुरक्षित राखिएको वताए । ए एम्बी हटेल स्काफोल्डिङ्गबाट करिव ५० जना नेपालीहरु उक्त कम्पनीमा सप्लायरकोरुपमा रहेका ति सबै सुरक्षित रहेको र अहिले कम्पनीले नेपालीहरुलाई सुरक्षित क्षेत्रमा मात्र काममा खटाईने गुरुङ्गले जानकारी गराए । हुण्डाई कम्पनी र ए एम्बी कम्पनीले पनि नेपालीहरुको सुरक्षाकोलागि पहल गरेको वताए । करिव १० जना नेपालीहरु घाईते भएका र २ दुई जना सिरियस रहेको उनले भने । अहिले उक्त हुण्डाई कम्पनीको क्याममा ४ जना नेपालीहरु मात्र रहेको चार जना मध्येका वासुदेव सापकोटाले वताए । उक्त दिन बेलुका ६ बजे नाईट डिउटीमा गएको र विहान ८ बजे क्याममा फर्कदा जताततै रगतका टाटाहरु देखिएको साथै नेपालीहरु कोही पनि नभएको सापकोटाले जानकारी दिए । घटनाको एकिन विवरण थाहा नभएपनि शुक्रवार बेलुका १ जना वंगालीको मृत्यु नेपालीकै कारणले भएको भन्ने आशंकामा वंगालीहरुले आक्रमण गरेको बताए । ४ जना नेपालीहरु मात्र भएको र एक आपसमा भेटघाट पनि हुन नसकेको हुनाले घटनाको यथार्थ जानकरी आफुलाई पनि थाहा नभएको वताए । असुरक्षाको कारण आफु क्याममा बस्न नसक्ने भनि कम्पनीमा उजुरी पनि दिएको तर कम्पनीले अफिस स्टाफ हो केही हुँदैन भन्ने आश्वासन दिएको उनले वताए । नजिकै रहेको ग्यास्को भन्ने कम्पनीमा रहेका नेपालीहरुले भने नेपालीहरुलाई केही नभएको र नआत्तिकन बस्ने भनेको वताए तर करिव १०-१५ जना नेपालीहरु अस्पतालमा भर्ना भएको मध्ये २-३ जनाको अवस्था चिन्ताजनक रहेको बताए । प्रवासी नेपाली संघ यूर्एईका केन्द्रिय सदस्य लिला उप्रेतीले भने उक्त झडपमा करिव २ ३ जना नेपालीहरुको अवस्था चिन्ताजनक रहेको बताए । उक्त झडप रोक्न यूएईको प्रशासनलाई सयौको संख्यामा प्रहरी खटाउनु परेको र नेपालीहरुको उद्धारकोलागि नाईट भिजन हेलिकप्टर प्रयोग गर्नु परेको थियो । करिव १७ जना घाईते नेपालीहरु अस्पताल भर्ना भएका र अहिले सबै डिस्चार्ज भईसकेको पनि उप्रेतीले जानकारी दिए । नेपाली राजदूतावास यूएईका प्रथम सचिव लोकबहादुर क्षेत्रीले हिजो राती अबेर मात्र दूतावासमा उक्त घटनाको जानकारी आएको हुनाले सत्य तथ्य पत्ता लाग्न केही समय लागेको बताए । आधिकारीक रुपमा यहाँको प्रशासनबाट जानकारी नआए सम्म घटनाको सत्य तथ्य के हो अहिल्यै भन्न नसकिने क्षेत्रीले वताए । प्रथम सचिव क्षेत्रीले उक्त कम्पनीको क्यामको क्यामबोस सँग सम्पर्क गरी यथार्थ बुझेका थिए । क्यामवोसले दिएको जानकारी अनुसार नेपालीहरु कोही पनि हताहत भएका छैनन् । घटनामा संलग्न नेपाली तथा वंगालीहरुलाई यूएईको प्रशासनले नियन्त्रणमा लिई छानविन गरिरहेको छ । उक्त घटनामा ३ जना नेपाली अस्पतालमा भर्ना भएको र प्रशासनले घटनाको छानविन गरिरहेको हुनाले कम्पनीलाई पनि यथार्थ जानकारी प्राप्त नभएको जानकारी क्यामवोसले दिएको क्षेत्रीले बताए । शुक्रवार राती मृत्यु भएको वंगालीको कारण के हो छानविन नभई यसै भन्न नसकिने साथै समाचारमा जे जस्तो खवरहरु आएतापनि उक्त घटनामा कोहीपनि नेपालीहरु हताहत नभएको प्रथम सचिव लोक बहादुर क्षेत्रीले बताए ।

Waw! Great Combination of the Society!

Organizer team of Open volley Ball  Match in Mirmee.

Kali Gandaki Hydro Power Project Mirmee, Syangja: Cleaning process

Strategic Management Model Questions

Attempt all questions

1a. Explain the dimensions of strategic decisions and value of strategic management." 10 (Unit 1 Strategic Management)

b. Explain the components of political legal environment in reference to current scenario facing by commercial banks in Nepal. 5 (Unit 2 External environment analysis and forecasting)

2  a. What is strategic intent? Why do we need to set performance standard? Explain. 8 (Unit 3 Establishing Company Direction)

b. Define the term social responsibility. Name five valuable indicators of a firm's social responsibility. 7 (Unit 2 External environment analysis and forecasting)

3.  a. Differentiate between strategic and financial objective. 7 (Unit 3 Establishing Company Direction)

b. Discuss the five forces model of industry and competitive analysis. 8 (Unit 4 Industry and competitive Analysis)

4.  a. Explain the strategic cost analysis and value chain; and benchmarking .8 (Unit 5 Evaluating company resources and competitive Capabilities)

b. What types of techniques would you apply to scan environment that influence currently established commercial bank? 7 (Unit 4 Industry and competitive Analysis)

5 a. What are the elements of company's resource capabilities and weakness? Explain. 8(Unit 5 Evaluating company resources and competitive Capabilities)

b. Explain the grand strategies. 7 (Unit 6 Strategic Options)

6 a. Explain the generic strategies and the conditions that suit the generic strategies. 10(Unit 6 Strategic Options)

b. Explain the value of strategic management. 5(Unit 1 Strategic Management)

7. Write short notes on any two. 5x2

a. Hofer's Model. (Unit 7 Strategic analysis and choice)

b. Value Chain Analysis. (Unit 4)

c. Conglomerate diversification. (Unit 3)

……………………..

1a. "Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action". Justify your answer. 10 (Unit 1 Strategic Management)

b. Explain the components of socio cultural environment in reference to current scenario. 5 (Unit 2 External environment analysis and forecasting)

2  a. What does a manager mean by establishing company direction? Why do we need to set performance standard? Explain. 8 (Unit 3 Establishing Company Direction)

b. Define the term social responsibility. Name five valuable indicators of a firm's social responsibility. 7 (Unit 2 External environment analysis and forecasting)

3.  a. Explain the strategy making pyramid and its uses. 7 (Unit 3 Establishing Company Direction)

b. Discuss the methods of industry and competitive analysis. 8 (Unit 4 Industry and competitive Analysis)

4.  a. Explain the methods of assessing company's prices and cost competitive.8 (Unit 5 Evaluating company resources and competitive Capabilities)

b. What types of techniques would you apply to scan environment that influence food and beverage firm today? 7 (Unit 4 Industry and competitive Analysis)

5 a. What elements do you have to analyze to determine a company's internal position and its external opportunities and threats? 8(Unit 5 Evaluating company resources and competitive Capabilities)

b. What do you mean by grand strategies? Explain any two alternatives of the grand strategy. 7 (Unit 6 Strategic Options)

6 a. Explain your understanding of the concept of generic strategies and the conditions that suit the generic strategies. 10(Unit 6 Strategic Options)

b. What kind of

roles do chief executives play in strategic management? Explain. 5(Unit 1 Strategic Management)

7. Write short notes on any two. 5x2

a. Evaluating and choosing strategy. (Unit 7 Strategic analysis and choice)

b. Strategic cost and value chain analysis. (Unit 5 Evaluating company resources and competitive Capabilities)

c. Uniting the strategy making effort. (Unit 3 Establishing Company Direction)

…………………………………

Attempt all questions

1a. "Strategy is a firm's overall plan to optimize organizational goal achievement in competitive environment.  Justify your answer10 (Unit 1 Strategic Management)

b. Explain the impact of socio economic environment. 5 (Unit 2 External environment analysis and forecasting)

2  a. Why do we need to set up mission statement? What are the key elements of a strategic mission? 8 (Unit 3 Establishing Company Direction)

b. Is business ethic a social responsibility? Name five valuable indicators of a firm's social responsibility. 7 (Unit 2 External environment analysis and forecasting)

3.  a. Explain the levels of strategy and its uses. 7 (Unit 3 Establishing Company Direction)

b. Discuss the methods of industry and competitive analysis. 8 (Unit 4 Industry and competitive Analysis)

4.  a. How do you assess the threats to future profitability of a company? Explain.8 (Unit 5 Evaluating company resources and competitive Capabilities)

b. What types of techniques would you apply to scan environment that influence non life insurance today? 7 (Unit 4 Industry and competitive Analysis)

5 a. What elements do you have to analyze to determine a company's internal position and its external opportunities and threats? 8(Unit 5 Evaluating company resources and competitive Capabilities)

b. What do you mean by generic strategies? Explain any two alternatives of the grand strategy. 7 (Unit 6 Strategic Options)

6 a. Explain your understanding of the concept of grand strategies. 10(Unit 6 Strategic Options)

b. What kind of roles do chief executives play in strategic management? Explain. 5(Unit 1 Strategic Management)

7. Write short notes on any two. 5x2

a. G E Model of strategy choice. (Unit 7. Strategic analysis and choice)

b. Strategic group map. (Unit 6)

c. Uniting the strategy making effort. (Unit 3 Establishing Company Direction)

……………………

Balance Score Card

Balanced Scorecard is a performance management framework used by strategic decision makers to make the right decisions about their business. Balanced scorecard not only a set of strategic goals; it is also a method for monitoring progress toward organization's strategic goals.


The balanced scorecard method is a management technique designed to provide a view of an organization from both internal and external perspective. Before we get to the details, let us draw your attention to some other strategic management models, such as SWOT analysis, IFE matrix, EFE matrix, BCG matrix, and SPACE matrix.

Strategic management professionals often work also with the quite analytical model called QSPM model. Understanding the Product Life Cycle and Porter's Five-Forces model is also very important.
What is balanced scorecard and how does it work?

Balanced scorecard views organization from four perspectives:
Customer perspective,
Internal-business processes,
Learning and growth,


Financials.

The first step in the balance scorecard framework is to analyze these four perspectives. However, balanced scorecard does not end there, it goes further. Balanced scorecard also develops metrics and methods for collecting data to calculate them. After data is collected and metrics calculated, each of the four perspectives can be analyzed relative to each other.



Balanced scorecard provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results.
Perspective 1: Customer

Customers are the ones who pay the bills; therefore, it is important to keep them satisfied so that they not only come back but also spread the word and bring new customers too. Every business should be constantly asking the question:

"How well are we meeting the needs of our customers, and how can we make them more satisfied?"

Balanced scorecard brings this question into action items. Balanced scorecard includes the question, methods for how we measure results, and an analysis of how our results meet our goals. This is an example of how the Customer perspective can be handled in the balance scorecard framework:

Metric: Overall satisfaction ratings measured via surveys and polls.
Target: At least 4.00 out of 5.0 from each of the major customer groups: youth, adult, elderly.
Method: Our business regularly conducts customer surveys. A final question in each survey asks the respondent to rate his or her overall satisfaction. Data for this metric is compiled monthly.
Perspective 2: Internal-business process

After defining our customer and knowing how to make him happy, we also need to focus on our processes that get us to the customer. We ask the question:

"How do our internal processes function to efficiently deliver products and services, and how can we improve our efficiency?"

Balanced scorecard can translate this into concrete targets, metrics, and methods. Below you can find an example of how balance scorecard addresses the Internal-business process perspective:

Metric: Servicing customer calls in our call center.
Target 1: Answer each incoming phone call from a customer within one minute.
Target 2: Decrease the number of dropped calls to less than 2%.
Method: This metric will measure the elapsed time from the moment when incoming phone call reaches our network to the time it is picked up by an operator. An automated phone auditing IT system will be implemented to track phone statistics.
Perspective 3: Learning and growth

Innovation and learning is the key ingredient needed for being ahead of the competition. Employees need to keep educating themselves and the company needs to provide them the right tools and motivation. Strategic planners need to ask the question:

"How well are we positioned to ensure that goals are met in the future?"

And again, balance scorecard can help translating this question into action steps. Below is an example of how balanced scorecard can handle the Learning and growth perspective.

Metric: Staff development.
Target: Each employee has to take training ABC by the end of March next year and succeed at least 80% score on a test.
Method: The company will offer training ABC that will be followed by a test.
Perspective 4: Finance

Everything is about the bottom line. A business needs to align its priorities with activities that bring in revenue, and it has to be done in an efficient way. Decision makers need to ask the question:

"How well are our finances managed to achieve our mission?"

And this can be translated into detailed action steps, measures, and goals in the balanced scorecard framework as well. Here is an example:

Metric: The Sales department expenditures as a proportion of company expenditures.
Target 1: The Sales department expenditures will be less than 20% of the total company expenditures.
Target 2: The Sales department expenditures will grow at the same or lower rate than revenues from sales.
Method: Total expenditures of company and revenues from sales figures will be obtained from the corporate accounting system. Expenditures for the Sales department will be obtained from intradepartmental book-keeping system. These two figures will be used to calculate the percent.
Why is the balanced scorecard method good?

The good aspect of the balanced scorecard method is that it is tactical and concrete. While strategic planning documents often tend to be passive, they only say what should be accomplished but do not say how and do not say how it will be measured, balanced scorecard attempts to be active.

The balanced scorecard method transforms an organization’s strategic plans and goals from mere statements into execution plans and "orders". This can be done at a very granular level if needed. Balanced scorecard provides a framework that not only provides performance measurements, but it also helps planners identify what should be done and how it should be measured. Balanced scorecard enables executives to truly execute their strategies.
How is balanced scorecard implemented in real business?

Major units throughout organizations often establish their own scorecard which is then integrated with the scorecards of other units to achieve the scorecard of the overall organization.

The balanced scorecard method today is often implemented as a full strategic planning and management system where data is fed directly from accounting and company IT systems into the model to calculate metrics and compare them with strategic goals and plans.
What is the history of the Balanced Scorecard method?

The balanced scorecard method was first published by Dr. Robert Kaplan and David Norton. They introduced the balance scorecard framework as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more balanced view of organizational performance.
How does balanced scorecard compare to other management methods?

The Michael Porter's Five Forces model analyzes company from outside. It analyzes its external position.

The SWOT analysis method and IFE/EFE matrix is one step closer to analyzing a business from inside.

Balanced scorecard is two steps closer, it focuses very much on internals but also deals with external factors.

IFE Matrix (Internal Factor Evaluation) and EFE Matrix (External Factor Evaluation)

Internal Factor Evaluation (IFE) matrix is a strategic management tool for auditing or evaluating major strengths and weaknesses in functional areas of a business.


IFE matrix also provides a basis for identifying and evaluating relationships among those areas. The Internal Factor Evaluation matrix or short IFE matrix is used in strategy formulation.

The IFE Matrix together with the EFE matrix is a strategy-formulation tool that can be utilized to evaluate how a company is performing in regards to identified internal strengths and weaknesses of a company. The IFE matrix method conceptually relates to the Balanced Scorecard method in some aspects.
How can I create the IFE matrix?

The IFE matrix can be created using the following five steps:

Key internal factors...

Conduct internal audit and identify both strengths and weaknesses in all your business areas. It is suggested you identify 10 to 20 internal factors, but the more you can provide for the IFE matrix, the better. The number of factors has no effect on the range of total weighted scores (discussed below) because the weights always sum to 1.0, but it helps to diminish estimate errors resulting from subjective ratings. First, list strengths and then weaknesses. It is wise to be as specific and objective as possible. You can for example use percentages, ratios, and comparative numbers.

Weights...

Having identified strengths and weaknesses, the core of the IFE matrix, assign a weight that ranges from 0.00 to 1.00 to each factor. The weight assigned to a given factor indicates the relative importance of the factor. Zero means not important. One indicates very important. If you work with more than 10 factors in your IFE matrix, it can be easier to assign weights using the 0 to 100 scale instead of 0.00 to 1.00. Regardless of whether a key factor is an internal strength or weakness, factors with the greatest importance in your organizational performance should be assigned the highest weights. After you assign weight to individual factors, make sure the sum of all weights equals 1.00 (or 100 if using the 0 to 100 scale weights).

The weight assigned to a given factor indicates the relative importance of the factor to being successful in the firm's industry. Weights are industry based.

Rating...

Assign a 1 to X rating to each factor. Your rating scale can be per your preference. Practitioners usually use rating on the scale from 1 to 4. Rating captures whether the factor represents a major weakness (rating = 1), a minor weakness (rating = 2), a minor strength (rating = 3), or a major strength (rating = 4). If you use the rating scale 1 to 4, then strengths must receive a 4 or 3 rating and weaknesses must receive a 1 or 2 rating.

Note, the weights determined in the previous step are industry based. Ratings are company based.

Multiply...

Now we can get to the IFE matrix math. Multiply each factor's weight by its rating. This will give you a weighted score for each factor.

Sum...

The last step in constructing the IFE matrix is to sum the weighted scores for each factor. This provides the total weighted score for your business.
Example of IFE matrix

The following table provides an example of an IFE matrix.



Weights times ratings equal weighted score.
What values does the IFE matrix take?

Regardless of how many factors are included in an IFE Matrix, the total weighted score can range from a low of 1.0 to a high of 4.0 (assuming you used the 1 to 4 rating scale). The average score you can possibly get is 2.5.

Side note...

Why is the average 2.5 and not 2.0? Let's explain using an example. You have 4 factors, each has weight 0.25. Factors have the following rating: 1, 4, 1, 4. This will result in individual weighted scores 0.25, 1, 0.25, and 1 for factors 1 through 4. If you add them up, you will get total IFE matrix weighted score 2.5 which is also the average in this case.

Total weighted scores well below 2.5 point to internally weak business. Scores significantly above 2.5 indicate a strong internal position.
What if a key internal factor is both a strength and a weakness in IFE matrix?

When a key internal factor is both a strength and a weakness, then include the factor twice in the IFE Matrix. The same factor is treated as two independent factors in this case. Assign weight and also rating to both factors.
What are the benefits of the IFE matrix?

To explain the benefits, we have to start with talking about one disadvantage. IFE matrix or method is very much subjective; after all other methods such as the TOWS or SWOT matrix are subjective as well. IFE is trying to ease some of the subjectivity by introducing numbers into the concept.

Intuitive judgments are required in populating the IFE matrix with factors. But, having to assign weights and ratings to individual factors brings a bit of empirical nature into the model.
How does the IFE matrix differ from the SWOT matrix method?

More is better...

One difference is already obvious. It is the weights and ratings. This difference leads to another one. While it is suggested that the SWOT matrix is populated with only a handful of factors, the opposite is the case with the IFE matrix.

Populating each quadrant of the SWOT matrix with a large number of factors can lead to the point where we are over-analyzing the object of our analysis. This does not happen with IFE matrix. Including many factors into the IFE matrix leads to each factor having only a small weight. Therefore, if we are subjective and assign unrealistic rating to some factor, it will not matter very much because that particular factor has only a small weight (=small importance) in the whole matrix.

It is important to note that a thorough understanding of individual factors included in the IFE matrix is still more important than the actual numbers.
Are there other models I should know about?

The IFE matrix goes side by side with so-called EFE matrix which together lead into the IE matrix.

External Factor Evaluation (EFE) matrix method is a strategic-management tool often used for assessment of current business conditions. The EFE matrix is a good tool to visualize and prioritize the opportunities and threats that a business is facing.


The EFE matrix is very similar to the IFE matrix. The major difference between the EFE matrix and the IFE matrix is the type of factors that are included in the model. While the IFE matrix deals with internal factors, the EFE matrix is concerned solely with external factors.

External factors assessed in the EFE matrix are the ones that are subjected to the will of social, economic, political, legal, and other external forces.
How do I create the EFE matrix?

Developing an EFE matrix is an intuitive process which works conceptually very much the same way like creating the IFE matrix. The EFE matrix process uses the same five steps as the IFE matrix.

List factors: The first step is to gather a list of external factors. Divide factors into two groups: opportunities and threats.

Assign weights: Assign a weight to each factor. The value of each weight should be between 0 and 1 (or alternatively between 10 and 100 if you use the 10 to 100 scale). Zero means the factor is not important. One or hundred means that the factor is the most influential and critical one. The total value of all weights together should equal 1 or 100.

Rate factors: Assign a rating to each factor. Rating should be between 1 and 4. Rating indicates how effective the firm’s current strategies respond to the factor. 1 = the response is poor. 2 = the response is below average. 3 = above average. 4 = superior. Weights are industry-specific. Ratings are company-specific.

Multiply weights by ratings: Multiply each factor weight with its rating. This will calculate the weighted score for each factor.

Total all weighted scores: Add all weighted scores for each factor. This will calculate the total weighted score for the company.

You can find more details about this approach as well as about possible values that the EFE matrix can take on the IFE matrix page.
EFE matrix example



Total weighted score of 2.46 indicates that the business has slightly less than average ability to respond to external factors. (See the page on IFE matrix for an explanation of what category the 2.46 figure falls to.)
What should I include in the EFE matrix?

Now that we know how to construct or create the EFE matrix, let's focus on factors. External factors can be grouped into the following groups:
Social, cultural, demographic, and environmental variables:
Economic variables
Political, government, business trends, and legal variables

Below you can find examples of some factors that capture aspects external to your business. These factors may not all apply to your business, but you can use this listing as a starting point.

Social, cultural, demographic, and environmental factors...

- Aging population
- Percentage or one race to other races
- Per-capita income
- Number and type of special interest groups
- Widening gap between rich & poor
- Number of marriages and/or divorces
- Ethnic or racial minorities
- Education
- Trends in housing, shopping, careers, business
- Number of births and/or deaths
- Immigration & emigration rates

Economic factors...

- Growth of the economy
- Level of savings, investments, and capital spending
- Inflation
- Foreign exchange rates
- Stock market trends
- Level of disposable income
- Import and export factors and barriers
- Product life cycle (see the Product life cycle page)
- Government spending
- Industry properties
- Economies of scale
- Barriers to market entry
- Product differentiation
- Level of competitiveness (see the Michael Porter's Five Forces model)

Political, government, business trends & legal factors...

- Globalization trends
- Government regulations and policies
- Worldwide trend toward similar consumption patterns
- Internet and communication technologies (e-commerce)
- Protection of rights (patents, trade marks, antitrust legislation)
- Level of government subsidies
- International trade regulations
- Taxation
- Terrorism
- Elections and political situation home and abroad
Are there other models I should know about?

The EFE matrix goes side by side with so-called IFE matrix. The EFE matrix together with the IFE matrix leads to the IE matrix. And, the IE matrix can be extended into so-called SPACE matrix.

Collected By: Bishnu Prd Neupane

Cross-national cooperation and agreements

Integration is a political and economic agreement among countries that gives preference to member countries to the agreement [1]. General integration can be achieved in three different approachable ways: through the World Trade Organization (WTO), bilateral integration, and regional integration [2]. In bilateral integration, only two countries economically cooperate with one and other; whereas in regional integration, several countries within the same geographic distance become joint to form organizations such as the European Union (EU) and the North American Free Trade Agreement (NAFTA). Indeed, factors of mobility like capital, technology and labour are indicating strategies for cross-national integration along with those mentioned above.

The World Trade Organization

The WTO is one of the most effective trade agreements among nations. The WTO replaced the General Agreement on Tariffs and Trade (GATT) in 1995 and has 125 member nations.currently 153 member are part of WTO. Many believe GATT initiated rampant liberalization in trade in 1947 and its move contributed to the expansion of trade all over the world by eliminating tariff and quotas. Moreover, WTO continued GATT's principle with more multilateral forum, which enables governments to settle agreements or to dispute them regarding trade.

Rapid growth of trade among nations has forced the agreement to be acknowledged as a fundamental basis for the member nations to follow certain rules and regulations as the signatories of the agreement. As a result, WTO expanded its mission to include trade in services, investments, intellectual property, sanitary measures, plant health, agriculture, and textiles, as well as technical baariers to trade.[3]

The European Union (EU)

The largest and most comprehensive regional economic group is the EU. It began as a free trade agreement with the goal to become a customs union and to integrate in other ways. The formation of the European Parliament and the establishment of a Euro the common currency make EU the most ambitious in comparison to other regional trade groups [2]. It progressed from being the European Economic Community (EEC) to the European Community (EC) to finally the European Union. Iceland, Liechtenstein, Norway, and Switzerland who decided not to leave European Free Trade Area are linked together with the EU as a customs union [3]. The EU comprises 27 countries, including 12 countries from mostly Central and Eastern Europe that joined since 2004. The EU abolished trade barriers on intra-zonal trade, instituted a common external tariff, created a common currency, the euro [3].

The implications of the EU for corporate strategy are:

Companies need to determine where to produce products.

Companies need to determine what their entry strategy will be.

Companies need to balance the commonness of the EU with national differences.

North American Free Trade Agreement (NAFTA)

NAFTA is designed to eliminate tariff barriers and liberalize investment opportunities and trade in services. NAFTA includes Canada, Mexico, and the United States, where went into effect in 1994. The United Sates and Canada historically have had various forms of mutual economic cooperation. They signed the Canada-United States Free Trade Agreement effective January 1, 1989, which eliminated all tariffs on bilateral trade by January 1, 1998. In February 1991, Mexico approached the United States to establish a free trade agreement. The formal negotiations that began in June 1991 included Canada. The resulting North American Free Trade Agreement became effective on January 1, 1994

International Business Model questions

Unit One: Exercise

1. Describe how international business has affected you in your daily life.  Think about who made the clothes you’re wearing, what type of food you ate for breakfast or lunch (muesli cereal, sushi, and Italian-style coffee), what type of cell phone you have and where it was made, where your car was designed and manufactured, where the components for your computer were manufactured, and so on.

2. Why (or why not) are so many of the products you use made abroad?  Which are the ones made abroad?  (Think about an integrated world economy vs. distinct national economies)

3. Describe the shifts in the world economy over the past 30 years.  What are the implications of these shifts for international businesses based in Europe?  North America? Hong Kong/Taiwan?

4. “The study of international business is fine if you are going to work in a large multinational enterprise, but it has no relevance for individuals who are going to work in small firms.” Evaluate this statement.

5. How have changes in technology contributed to the globalization of markets and production? Would the globalization of production and markets have been possible without these technological changes?

6. Why is there opposition to globalization of trade & integration of the world's economy? Access the major arguments for & against such globalization efforts.

7. What do you believe makes foreign business activities more complex than purely domestic ones? Explain with the help of suitable examples.

Chapter Two: Exercise

1. You are the CEO of a company that has to choose between making a $100 million investment in Russia or the Czech Republic.  Both investments promise the same long-run return, so your choice is driven by risk considerations.  Assess the various risks of doing business in each of these nations.  Which investment would you favor and why? Consider: political risks, economic risks, legal risks.

1.      Free market economies stimulate greater economic growth where as state-directed economies stifle growth. Discuss.

2. How does socio cultural environment influence the business decision? Explain with example.
3. How religion and culture affect the business decision making?
4. "Success or failure of the business largely depends on socio culture of the country." Comment the statement.

5.      Define and explain political risk. How can we assess and lessen political risk in a country?

6.      Identify the socio-cultural components & explain the significance of socio-cultural environment for international business.

7.      Choose a country & a product & estimate the market potential of the product based on the economic & socio-economic dimensions. What other environmental forces should you investigate?

8. Explain the four types/bases of legal system. How do they affect international business/marketing?
9. Explain how internet is influencing the commercial, legal and marketing environment.
10. Why does business fear sudden changes in government policies?
11. Evaluate the significance of government stability & policy continuity on the promotion & development of international business.
12. Analyze the complexity of the legal forces that confront international business.
13. Explain some of the U.S. laws that affect international business operations.
14. How does international law differ from national law? What are the sources of international law?
15. What are the differences in practices between the legal systems in the United States & England?

Unit Three: Exercise

1.      Why nations (or companies in a nation) trade? What factors determine trade? How much and with whom should a nation trade?

2.      Why international trade theories are important in the study of international business?

3.      Describe mercantilism & explain why mercantilism has been argued to be a poor approach to use in order to promote economic development & prosperity.

4.      Explain the Adam Smith's theory of absolute advantage.

5.      Differentiate the Theory of Competitive Advantage from the Theory of Absolute Advantage.

6.      Describe Raymond Vernon’s product-life cycle theory.

7.      What are the four conditions in the Porter Diamond?  What are the limitations of the Porter Diamond in explaining countries' competitive advantages?

Unit Four: Exercise

1.       What are non-tariff barriers? What are their merits and demerits?

2.       What did WTO evolve and how is it contributing to international business expansion? Explain.

3.       Explain different tariff and non -tariff barriers that influence international business.

4. What are some reasons that business people should be aware of important international institutions?

5.       Firms involved in international business bear a risk of fluctuation in exchange rate. Explain different risks associated with exchange rate.

6.       What do you understand by exchange rate? Explain the methods and trends in exchange rate systems.

7.       What are the implications of regional grouping of nations for international business? Should international business promote or fight the creation of such regional groupings?

8.       Examine the role of WTO in regulating international trade. How WTO is different from GATT?

9.       How did the WTO come into existence? What purpose does it serve? Would bilateral trading agreement work better than the multilateral WTO approach?

10.   What are the various forms of regional and international groupings of free and preferential trade?

11.   What are the currency exchange controls? Why are they imposed? What effect do they have in the country imposing them & elsewhere?

12.   How does exchange rate system affect international business? How can it be managed?

13.   Some argue that the World Trade Organization is the third pillar of global business. Do you agree with this argument?

14.   What is the significance of the balance of payments (BOP) to international managers?

15.   What is the impact of EU on international business?

16.   Identify the major organs of the United Nations, their general purpose & their significance to the international business.

17.   Describe the role of international financial institutions for the promotion of international business.

18.   Discuss the role played by the International Monetary Fund (IMF) and the World Bank in international business.

19.   Discuss the role of World Trade Organization (WTO) in international trade.

20. Explain the role of International financial system (i.e. exchange rate, exchange control & trends of exchange rate systems) for the enhancement of international business.

21.   The role of World Bank is important in global business". Explain

22.   Discuss on the objectives of WTO.

23.   Is globalization desirable? Give your arguments

24.   Write short notes on:

a.       Asian Development Bank

b.      Regional Economic Integration

c.       WTO

d.      The World Bank

e.       Main objectives of IMF

f.       ASEAN

g.      Tariff and non-tariff barriers.

h.      Role of WTO in regulating international trade.

i.        NAFTA

Unit Five: Exercise

1. What is international strategy, & why is it important?
2. What is the difference between strategic planning conducted in domestic companies & that conducted in international companies?
3. Describe the different forms of strategy & their significance in international business.

4. What are the main strengths & weaknesses of each of the competitive strategies? Under what circumstances might each strategy be more or less appropriate?
5. Describe the major steps in the global strategic planning process.

Unit Six: Issues of International Business

Write short notes on:

1.      Issues in business-government relations

2.      Globalization, the operation of MNC & problems inherent

3.      Regional economic integration

4.      Modes of entry into a  foreign market

5.      Emerging market concern