MCSD.Net is a Certification Program conducted by the Microsoft corporation. It is a software development certification and uses .NET Technology to develope Windows based stand alone application, Web based application, Windows Services and Web Services.
Microsoft Certification has always great value wether in India or Abroad. I you achive this better career option you have! It would be better if you choose web development track
Best SEO and Web Development Services from Eparadise-india.com
MICROSOFT MICROSOFT VISUAL STUDIO PROFESSIONAL 2010 ENGLISH NOT TO LATAM DVDMICROSOFT VISUAL STUDIO PROFESSIONAL 2010 ENGLISH NOT TO LATAM DVD Manufacturer : MICROSOFT UPC : 885370018431…
Learning a complex new language is no easy task especially when it s an object-oriented computer programming language like Java. You might think the problem is your brain. It seems to have a mind of its own, a mind that doesn’t always want to take in the dry, technical stuff you’re forced to study. The fact is your brain craves novelty. It’s constantly searching, scanning, waiting for something u…
*Would you like to use a consistent visual notation for drawing integration solutions? Look inside the front cover. *Do you want to harness the power of asynchronous systems without getting caught in the pitfalls? See “Thinking Asynchronously” in the Introduction. *Do you want to know which style of application integration is best for your purposes? See Chapter 2, Integration Styles. *Do you want …
Programming WCF Services is the authoritative, bestselling guide to Microsoft’s unified platform for developing modern service-oriented applications on Windows. Hailed as the definitive treatment of WCF, this book provides unique insight, rather than documentation, to help you learn the topics and skills you need for building WCF-based applications that are maintainable, extensible, and reusable.A…
Non-government organizations popularly known NGOs are ever increasing in Nepal. Nonetheless during socio-political conflict time they did not shrunk their activities whereas security situation was exacerbating. Through the different means and motives they continued development work. Obliviously they have larger impact as a development vehicle in Nepalese development sector; however, they have been severely criticized for their non-transparent activities.
Formal objectives are subject to declaration through their constitution that is a must for registration of Nepalese NGOs. Nepalese law of land allows NGOs registration if and only if they declare as would be non-profit organization and affiliated for social betterment. Such legal provisions forced them to be officially a social organization but they are severely being alleged on deviation of their formal objectives. NGOs in Nepal are blamed on many grounds. Political biasness, working for profit, dollar-farming business motives are some of them. This article will dig out some confessed facts by the Nepalese NGOs themselves.
One initial survey was conducted to prepare a PhD study basis. This initial survey was conducted during the deep socio-political armed conflict in Nepal. A reversely correlated fact was observed in this context. The armed conflict had worsening the security situation all over Nepal; international development agencies were advocating to peace talk rather than of normal development. However, Nepalese NGOs registration was mushroomed and even their development activities were widened up.
Review of Some Previous Studies
European Community (EC) had studied the feasibility of lunching program. Very negative comments regarding the NGO activities have been expressed. Replicated into report, it is stated that EC mission was advised that there are thousands of NGOs in Nepal. Many of these are very new and created, often by national and local politicians, as a channel for development money. When the government changes, a new crop of NGOs is likely to spring up, many of those created with the previous change of government going to the wall. However, there are some stable older NGOs run by people with vision and commitment who are dedicated to public service with a professional approach. One or two of these based in Kathmandu, have links with organizations outside Kathmandu valley. There are several co-coordinating organizations and the mission met with the Federation of NGOs which appears to be a very efficient and helpful structure. There are also local NGOs at district and village levels as district development committees (DDCs) and village development committees (VDCs) have some development funds to distribute. These tend to be politicized and socially and ethnically delineated.
Political neutrality and social equality are both extremely elusive in the Nepalese context and donors and INGOs need to be aware of this in project identification, programme planning and policy design. EC perceives it will be impossible to totally avoid initiating projects with politically engaged actors and organizations but it is important to be aware that this is the case and the nature of the politics with which the project or programme will be associated. Equally, some appreciation of the ethnic/caste influences within programmes will be essential for operational effectiveness.
The problems of politicization, caste and ethnic inequality are the context of civil society activity. For donors, civil society is a very small group pf English-speaking elites operating in Kathmandu. There has been little attempt to reach out to the regional capitals, or to plumb deeper into the social strata of Nepal society, for partners or informants. This puts a great burden on the small numbers of socially concerned English speaking elites in Kathmandu. EC has reservation on Nepalese NGOs capability and thus stated further research is required into the absorptive capacity of the NGO and human rights sector and how to increase this. This is not a simple matter of standard training and capacity building. It is the social capital of the country that needs to be built up before standard NGO capacity building and training techniques will make a great difference.
Above statements are traced out from a report of Europian Commission, one of the major member of donor community by Jan Hollants Van Loocke, Liz Philipson, Report on the EC Conflict Prevention Assessment Mission. NGOs of Nepal pictures shown are as ugly as the means of fulfilling selfish political, economical means of handfuls.
Some scholars have opinion that international donors in Nepal contributed to the success of Maoist movement by raising expectations of rural people for the development of their region. Development projects benefited only small number of people, leaving the majority with a heightened sense of deprivation and inequality. Lack of transparency of aid, conditionality for the aid suspected to donors directed the development money to their own advantage. The Web Conference Report 2001 indicates the fundamental of NGOs operations has big question.
Donors mainly have three approaches to conflict. One, working around conflict which treats conflict as an impediment or negative externality that is to be avoided. Second, working in conflict which recognizes the links between programmes and conflict and makes attempts to minimize conflict-related risks, so that aid “do no harm” principles. Third, working on conflict which is conscious attempts to design programme in such a way that they “do good”. Many donors tended to work around conflict and as a result inadvertently exacerbated tensions to mitigate or resolve violent conflicts. A critical challenge for the more conflict sensitive bilateral donors is to influence the major multilateral donors and to encourage them to take conflict more seriously. (Goodhand : 2004). This statement has indication that NGOs are being vehicles to materialize donor’s strategies towards handling conflict. They lack their own vision and mission to address conflict and development setting their rational objectives.
Allegations are donors often create their own organizations to conduct non-government level development activities in Nepal. They have tended to fund NGOs established by the bureaucratic authorities and relatives of politicians. Such NGOs are mainly established for political purposes. (Acharya:2000). This is a straightforward blame that Nepalese NGOs have window-dressed objectives to run the organizations. Their real objectives are manipulated by the politicians who control the NGOs by various means.
Study Statement
Therefore, the initial study statement was taken as “Motivating Factors of Nepalese NGOs under Armed Conflict”. The study had underlying motive of preparing basis for further opening of research door for a PhD degree; however, an interesting fact came up as a result of the initial study survey.
Study Methodology
The survey was conducted among 21 representatives of 15 NGOs by means of a workshop where they are formally invited and facilitated by a semi-structured questionnaire. Despite of many surprising indicative facts of the initial survey outcome, this section is devoted on the objective deviation of Nepalese NGOs. This simply means how they are working on a different track than agreed to be on during their registration.
Findings in Nutshell
In response to the semi-structured question that why the associated people with Nepalese NGOs are running NGOs come up with 16.75% only said they work for purely social motive. They are supposed to be 100% fall in this category if they follow their official goal of formation. The strict legal provision of Nepal says until and unless they officially declare they are absolutely inspired for not for profit, social issues, they can not exist more in the eye of law. The very low number of respondent agrees on this. This clearly means Nepalese NGOs are operating their activities which are not supposed to be permissible by law.
Contrasting views received from respondents is they are operating in dilemma. By nature, they have to work on social issues for social betterment but in reality they are forced to work for their own livelihood through NGOs. Self employment is main driving force for them. A major portion 58.82% agreed that they are working for their self employment despite of the contrasting legal provision.
They further elaborated that formation of NGOs is an easy way to tap the resources that has twofold benefits – serving the society as well as meeting their livelihoods. They further agree that this became a trend in Nepal. Most elite groups, neo-elites are interested to run NGOs in Nepal. There exists an irony about NGOs that folks who tried jobs first, self-employment in second and when failed became successful to run NGOs. Nothing more qualifications required for that except excellent accommodating nature with donor’s interest and a perfect project begging skills.
Here comes even worse agreements form respondents. Quite substantial 23.53% of respondents agree that they formed NGOs to fulfill their group’s interest. Group interest sounds a vague term. It ranges from political interests to the money making interest. It could be interest of an individual but why labeled as group interest? The response is even more interesting and touchy as well. The individual’s interest may not be that much powerful as of groups. Group effort will make the vested interest easier whether it is political, economical or otherwise. Working in group sounds good, more dynamic and inclined towards official stated goal of NGOs whereas the reality is well contrasted.
Finding Analysis and Suggestions
So, there is a big space is open to explore about motivating factors of Nepalese NGOs. May be in normal situation, normal motivating factors like money, responsibility, recognition etc will motivate them. What about when they work in conflict? Even in armed conflict where there is deepening life threat is growing with the pace ever before? Why they were working under the clouds of bombs and bullets?
New series of questions may arise. Does this mean Nepalese NGOs operators were putting their lives into risk even the situation was worsening? Look more positively – was this a forcing motivation of love towards their motherland? Who can escape from the risk when the whole boat is sinking? That means doing something – no matter how much the objectives of the actions are contaminated – is better than doing nothing? Many questions are unanswered – may be subject of a detailed study.
Let concentrate within our article topic – whatever the situation may be behind the action, Nepalese NGO’s formal objectives is fairly window-dressed. Their objectives have become just to plot on a piece of paper and most of them are deviating from their objectives though the degree varies.
The fundamental principal of establishing social, non- profit organizations is violated in Nepal. Despite of the various reasons given by the Nepalese NGOs operators, it either should come to end or customized legislation should come in force. What government of Nepal could do in this regard? Government was trapped on peace building initiatives during conflict period and other things gone under shadow. Grey monitoring of NGO activities and various legal flaws boosted hanky panky initiatives of NGOs and they gradually became very limited regulated area of operations from government’s side.
So, what next can be suggested to Government of Nepal? Despite of big criticisms, it is obvious that people wish to work on social field if their basic livelihood requirements fulfilled. NGOs registration need to pass some rigorous assessment and due diligence analysis of the proposed NGO founders. Their past history on involvement of social organizations, their status of social reputation and involvement of socio-economic activities could be some of the major components of analysis. Proposed objectives of proposed NGOs and its matching reality in the real context should given due weigh. All these can be done if government administrators tighten rules.
For monitoring of ongoing activities of NGOs, improvement in existing law might help. Adding resource to the monitoring government agency is also equally important. In a district, just one point person responsible for NGOs registration and monitoring in District Administration Office is quite insufficient to monitor NGOs activities. In a district – even least dense and difficult geographical terrain – has minimum 200 NGOs that are ever increasing. In such situation human and other physical, financial resource injection is a absolute need to expect better performance from them.
Coin has other side as well. Rigid legislation only might not be a single and optimum solution. Some thinkers say contrasting to rigid laws flexible provisions will help more. Result-oriented friendly legal supporting will provide more motivation to the NGOs workers that will ultimately add value to the development initiatives.
Other major contributors are INGOs, bilateral / multilaterals agencies utilizing Nepalese NGOs strength of social mobilization and local expertise. Very less effort seems to strengthen Nepalese NGOs capacity building part by such foreign agencies. Their major efforts seems concentrated to managing their development through NGOs. Consuming the allocated budget in their planned field is being perceived foremost success criteria for the INGOs, bilateral and multilateral agencies.
There is very thin demarcation line between CBOs and NGOs. The line is also a so called one by the NGOs differentiating themselves as mobilizing more resources and extended reach and coverage in development sector. CBOs usually registered user committees have clear objectives, specifically aligned with the sectoral development activities such as drinking water, irrigation, rural roads, non-formal education, income generating activities etc. Absence of vague and broad looking objectives like NGOs helped them to keep on track. Most of the CBOs remain management committee of specific community initiatives. However, few of them seem grown up to local NGOs with broad and vague objectives. In the long run over time because of the situation at large they get colored and lean towards window-dressing of their formal objectives and develop a hidden agenda to work.
I respect privacy of the respondents. Categories of respondents like Executive Members, General Members and NGO staffs have conflicting suggestions on the organizational objective variations. It is interesting to note that many layers exist in the Nepalese NGOs hierarchy and structure; each belong to a class and have diversified interest and opinions even clashing.
The largest group contains general members who do participate in the so called apex body of NGOs – its general assembly. They allege their NGO’s objective is window-dressed and it must come to an end. They are clear and loud but have little influence on decision making and thus virtually helpless. Some of them get manipulated, many of them give up and few of them get stand but at last they found themselves usually in minority!
Second group has mediocre number of people. They usually fall in NGOs frontline section and have dreams to lead their organization somewhere someday. Their response is mixed bags and usually camouflages leader’s weakness. They portrait themselves in their mind as a future leaders as thus many of them accept the institutional objectives window-dressing either as a bad fate of a bad but well accepted theme.
Lastly, no need to say, top leaders of Nepalese NGOs usually claim that there is no any window-dressing of objectives in their organization and they run NGOs with the pur and humble social motive.
Scope of Future Research
Looking over the substantial resource mobilization by the NGOs, mushrooming of NGOs in every general or specialized sectors of development it seems quite challenging to streamline their activities for betterment of society. There is a big question since long time whether Nepalese NGOs really do what they promised at the time of their incorporation? By principle it sought to. However in practice it seems far away than as claimed formally on paper. Individual researchers even donor community openly and publicly alleging on this matter.
What could be the root cause and where the solution lies? Some of the suggestions given above might throw some light over the issue but an extensive research only can serve the purpose better.
****
About the Author
Nepal in 142nd position in Human Development Report 2007/08
This digital document is an article from Association Management, published by American Society of Association Executives on March 1, 2003. The length of the article is 714 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser….
Jobs for EEs and ITs in the Asia-Pacific Region
There is no shortage of jobs for EEs and IT professionals in the Asia-Pacific region. Offshore Web Development, Ecommerce Solutions, PHP Development India, Website Designer, Open Source Customization, iPhone Application Development,ROR Application Development
Can anyone come up with a web developer creative job title?
I recently started a new job and I have to come up with a creative job title. I will be doing web development. Some job titles that people have there are Code Monkey and Mad Scientist. So I need something like that.
Adobe Creative Suite 2.3 software is a unified design environment that delivers the next level of integration in creative software. New features and tighter integration among Creative Suite 2.3 components simplify creative and production tasks, enabling you to work more efficiently than ever. Version Cue CS2 includes enhancements in file versioning and review management, while other features such …
More than just an upgrade to the world’s leading imaging, design, and print production software, Adobe’s Creative Suite 2 will change the way you harness your creativity. Creative Suite 2 is a fully integrated design and workflow environment that is engineered to help creative professionals work faster, smarter and with better results. Robust new tools in Photoshop CS2, tighter integration between…
Upgrade only; previous installation of Creative Suite Premium 1.x required Adobe Creative Suite 2.3 gives you the power to realize your ideas in print, on the web, or on mobile devices. This This highly efficient design environment combines the latest versions of Adobe’s professional design software. It includes all-new Adobe Acrobat 8 Professional software for the most up-to-date Adobe PDF file …
Adeptly address todayâs business challenges with this powerful new book from web analytics thought leader Avinash Kaushik. Web Analytics 2.0 presents a new framework that will permanently change how you think about analytics. It provides specific recommendations for creating an actionable strategy, applying analytical techniques correctly, solving challenges such as measuring social media and…
Get LinkedIn and become part of the largest online network of professionals in the world!When you know how to make the most of your profile, manage your contacts, and handle invitations effectively, you’ll go far. With more than 70 million members, LinkedIn presents an invaluable opportunity to make connections, find a job, get a better salary, market a business, attract investors, and much more. …
Bill Buxton and I share a common belief that design leadership together with technical leadership drives innovation. Sketching, prototyping, and design are essential parts of the process we use to create new products. Bill Buxton brings design leadership and creativity to Microsoft. Through his thought-provoking personal examples he is inspiring others to better understand the role of design in…
