Report on Training Needs Assessment of Small and Medium Enterprise Sector Development Program (SMESD)

A Reference Report for the Training Institutes, SMEs Stakeholders and Asian Development Bank (ADB)

September 2005

Training Needs Assessment Committee SME Cell Ministry of Industries.

Government of the People's Republic of Bangladesh Acknowledgement

With a view to achieving the Millennium Development Goals (MDGs) including poverty alleviation, generation of employment and sustainable economic growth, Government of Bangladesh has given highest importance to the development of SMEs in Bangladesh. The developments of SMEs are now the main thrust area and engine behind the process of rapid industrialization of Bangladesh. The growth of SMEs itself have a very complementary role for the growth of large scale industries which have leading role in promoting industrial linkages at a greater extend with bigger market share through export earning and employment generation. Nevertheless to say that SME sectors have been suffering on Training and Capacity Building for converting the enterprises at productive and potential sub-sectors in Bangladesh. I take this opportunity to express my sincere thanks and gratitude to Asian Development Bank for providing Technical Assistance support on the project as title Strategic Support to the SME Sector, Training and Capacity Building. We the Government of Bangladesh and the Business Community of the private sector feel encourage that the assistance provided by the ADB would make our industrial departure with quantum jumped through SMEs. I express my deep sense of gratitude to Mr. Nurul Amin, Secretary, Ministry of Industries, Govt. of Bangladesh for implementing this ABD project by his dynamic guidelines and leadership. Also express my sincere thanks to the Training Institutes, Chamber of Commerce and Industries including BSICI and National Association of Small and Cottage Industries of Bangladesh (NASCIB) for providing data, information, opinions and observations for preparing this Training Need Assessment Report for SMEs development. I think this report may create a source of reference for organizing training program as per requirement of SMEs stakeholder in Bangladesh. I must express my gratitude to Dr. Nuim Chowdhury for providing resourceful and intellectual guidelines during the time of preparing this report. My thanks are also to Mr. M.A. Hannan, Deputy Secretary, SME Cell and SME section of MOI for assisting to communicate with the training institutes/organization for collecting data and information. Special thanks are also among the valued members of the Training Need Assessment Committee for providing both technical and professional guidelines during the time of preparing this report as meaningful. I must not forget Mr. Ahmed Ali Shah, Senior Research Officer of SME Cell of MOI and Mr. Tafsirullah, Assistant Purchase Officer (Computer Operator), now on deputation in SME Cell for composing this document, who took special pains to render assistance and cooperation whenever needed without which this work would not be completed. Dr. Mohammad Ayub Miah Page 2

Joint Secretary (Autonomous Body) Ministry of Industries and Project Director SME Cell

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Report on Training Needs Assessment

Formulation of Report

Mr. Ahmed Ali Shah

Senior Research Officer SME Cell Ministry of Industries of GOB

Edited by

Dr. Nuim Chowdhury

Member Training Needs Assessment Committee SME Cell of MOI & Consultant, ADB

Assisted by Overall Guidance

Training Needs Assessment Committee SME Cell, Ministry of Industries

Dr. Mohammad Ayub Miah

Additional Secretary Ministry of Industries and Project Director SMESDP

Table of Contents
Description Chapter-1: Introduction, Objectives & Methodology Chapter-2: Findings, Recommendations and Conclusion Chapter-3: Suggestions by Selected Training Institutes/ Organizations Chapter-4: SWOT Analysis Chapter-5: Analytical Observation Chapter-6: Other Cases of Training Need Assessment Annexure-1: Questionnaire Annexure-2: Training Needs Assessment for Women Entrepreneurs: Jatiyo Mohila Shangstha (National Women Organization) Page 2-5 6-12 13-18 19-25 26-36 37-44 45-57 58-71

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Chapter-1
Introduction, Objectives & Methodology
1. Introduction: Availability, at affordable prices, of well-trained human resources is a sine qua non of competitive abilities of firms and economies alike everywhere. The same is of course true of the development of small and medium enterprises (SMEs). It is for this reason that the Ministry of Industries (MOI) attaches a very significant importance to assessing training needs of the country's SME sector. One of the major conclusions of the SME Taskforce (SMET) was that the existing information- and knowledge-base in Bangladesh is clearly deficient to the point of rendering almost futile any effort to formulate either a tactical plan of action, or a plan for implementation. We do not know well enough about which product/product group(s) represent the best chance yet of becoming irresistible engines of growth of output, employment and productivity. Resources, including time, are limited while the imperative to produce results is virtually unlimited. This implies that needs assessment for training must be demanddriven, and that the offering of any training must be governed by the Return of Investment (ROI). The generation of the informationand knowledge-base as a

complement to efficacious policy formulation and implementation is part of the work plan under the ADB-assisted SME development project. However, that knowledge-mining effort is bound to be a long-drawn-out affair. In the interim, there is of course a strong case for preparing a report bringing Page 6

together all relevant parts pending the gathering of the information-base. It is the objective of this report to do so. 2. Training Needs and Capacity Building :

Any focus on sectoral development effort, such as the present SME development project, needs to improve competencies along (a) both product (technology or process) tracks, and (b) a few cross- cutting tracks. situations: Training, capacity building and competency-honing have implications for both. Product-specific tracks in turn implicate three

Existing product group (s) where SMEs can, in the post-intervention situation, compete evenly (at would be arguable that only this sub-group of product groups be retained in the SME Advisory Panels Action Plan); Cross-cutting tracks implicate such tasks as project-conception and management skills, familiarity with globally-recognized qualityassurance certification standards, etc.; Assessment of training needs must take all these considerations into account.

3.

Objective for Training Needs Assessment: National level: To draw up a strategic prioritization among the various product group (s) based on methodical, preferably survey-based, stakeholder consultations.

Sector level: Based on careful gap-analyses at sub-sector levels, to identify a number of major, even crippling deficiencies which, then, to turn into Page 7

controlling drivers of re-oriented training activities of the institutions in MOI.

Enterprise and Institutional level: The objectives of this need assessment are the following: i. To assess the capacity building requirements of rural enterprises, women entrepreneurs, participating financial institutions providing loans to SMEs and training displaced RMG workers for alternative career path. To provide market based demand inputs for restructuring of BSCIC, SCITI and other related training institutes; so that these could contribute towards providing support to the development of SMEs in Bangladesh. core

ii.

4. Approaches:

In Bangladesh capacity building in almost all sectors, including in particular the SME sectors is confronted to some extent with inefficiencies in management, production and marketing. SCITI is the only national level training institute under Bangladesh Small and Cottage Industries Corporation (BSCIC) of Ministry of Industries for capacity building in SME sector. The business Community of the private sector particularly the SME stakeholders/entrepreneurs feel that there is a growing needs for training and capacity building in in SME sector this for end sustainable in view, industries the Asian development Bangladesh. With

Development Bank (ADB) has provided a Technical Assistance Project as per recommendations made by the SME Taskforce. One of the major Page 8

components of TA loan provided by ADB is Training and Capacity Building for SME sector. In this connection, a 13-member Training Needs Assessment Committee (TNAC) was constituted in the SME Cell of Ministry of Industries headed by the Joint Secretary, Ministry of Industries as well as the Project Director of Small and Medium Enterprise Sector Development Program (SMESDP). The TNAC was the organizational support to guide the process of assessment of training needs. The committee was convened three times. This training needs assessment for SMEs undertaken and presented in this report is a preliminary investigation and has been prepared by reviewing previous studies, discussions with various chamber and trade organizations, women associations, Training Institutes, National Association of Small and Cottage Industries of Bangladesh (NASCIB) and project managers of ongoing projects and programs. Under SMESDP TA loan experts will be recruited to devise comprehensive training need assessments. These assessments will include undertaking sector/industry studies and surveys which should detail the specific capacity building requirements at firm-level, and from which training interventions will be designed. We expect that in the first quarter of 2006 several of these studies and assessments would be implemented. The delivery of well-designed training is critical. A lack of competence by the existing training institutes will become a constraint in providing such focused and firm-specific training. We have reviewed the capacity of the existing training institutes by carrying out quick SWOT analysis, which indicates the need for strengthening faculty and trainers engaged by these institutions. Chapters 3, 4, 5 and 6 outline our preliminary findings of the capacity and facilities of several training institutions. Under the SMESDP TA loan project this supply side of business development services (BDS) will be also comprehensively studied in order to determine the most appropriate means for delivering training. Page 9

5.

Methodology:

(a) Data/information has been collected from the selected Ttraining Iinstitutes/ organizations, NASCIB and other related organisations by using structured questionnaire. (b) Literatures on training needs assessment have been used as inputs for this study. (c) Interactions and exchange of views at different levels particularly those who are engaged in SME business development in the country. (d) Participatory approaches have also been used for obtaining inputs on training and capacity building for SMEs from different chambers of commerce and industries/trade bodies including National Association of Small and Cottage Industries of Bangladesh (NASCIB)

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Chapter-2
Findings, Recom m endations and Conclusion
6. Demand for Training by SMEs

i)

Rural enterprises, those outside the principal districts of Bangladesh, require BDS for a range of aspects directly related to their business operations. They relate to technology, production processes, quality improvement, cost control, marketing and sales. Several embedded services are ongoing and there is a need to assess strengthening embedded services to improve sourcing of raw materials, sales ad quality improvement.

ii)

Women entrepreneurs are concentrated in handicraft and knitting sector and there has been quite substantive product development training held in the past in these sectors. Training needs in specific skills for various trades have been identified in past studies. These include advance level courses and basic courses in several industry groups where women entrepreneurs are involved. Most significant industry groups are in poultry, hatchery, nursery and agro-based industries. Advance level training in these fields can be organized after completion of basic trainings and after getting some satisfactory level of experience in that particular field. The skills have been identified considering entrepreneurs current business, region-wise Page 11

demand of training from the entrepreneurs, market information about similar training need of other organizations, businesses popular among women and availability of training packages. It is important to mention here that not all the skills are suitable for advance level training; some are also to be provided as basic training (considering previous training experience and less familiarity with the type of skill).

iii)

There is need for entrepreneurship development training and awareness-raising among women entrepreneurs. This training should be complemented with advocacy with well-designed campaign programs through media.

iv)

SMEs have limited access to finance and many in rural areas either do not have access to commercial banks or are not able to prepare successful loan applications. Also, except for a few, financial institutions do not have dedicated focus on SME clients. There is a need to improve SME access to finance by enhancing financial institutions outreach in outer districts and rural areas.

v)

So far the RMG sector has weathered the post-MFA situation without the large reduction of sales and the negative impact on the whole sector that were previously anticipated. It does not appear that immediately the country will face large scale shut down of factories and redundancy in labor force. However, there is a need to study this aspect in 2006 and estimate the impacts to follow. Based on the results of the study and the magnitude of labor displacement estimated in 2007 and beyond, appropriate projects for retraining workers in the RMG sector will be designed, after studying what career development paths could be selected for the workers.

vi)

The recovery of costs of training is a problem and cannot be remedied unless a solid program to reach the upper end market of SMEs is adopted. Affordability issues cannot be answered at this Page 12

stage and will be assessed thoroughly before capacity building programs are designed for implementation.

7. Training Providers the Ssupply sSide The following findings have been obtained in terms of improving the capacity of public sector training institutes/ organizations. (a) In the context of rapidly-changing patterns of demand for goods, and the corresponding pattern of skills-mix required for rapid growth of the SMEs, the existing human capacity and capability of the institutes have appeared to some extent deficient for making a positive break-through in the support of the development of the SME. (b) The findings show that every Ttraining Iinstitute has serious deficiencies in terms of the availability of fFaculty mMembers having requisite technical qualifications and experience for the tasks in question. (c) Every tTraining Iinstitute has had a relative over-availability of trainers with general rather than technical qualifications and experiences. This seems to be a mismatch between the training needs of the SME sectors on the one hand, and the training capacity that is in fact available. (d) The tTraining Iinstitutes are deficient in terms of the availability of technical inputs or devices (Ttraining Eequipment) for demonstrating technical methods of work measurement and for bringing about methods of operation. (e) The faculty members did not have foreign and local training at desired levels. (f) As far Training Needs Assessment is concerned, the curricula seem to be generic instead of technical modular programs such as (i) Ccost effectiveness modules, (ii) Ttotal qQuality Mmanagement (TQM) Page 13

modules,

(iii) Ccost and Audit audit modules, (iv) Iinventory

mManagement modules, (v) iIndustrial eEngineering mModules, (vi) pProduction management Modules, (vii) bBest practice mModules, (viii) Ssales and Mmarketing promotion modules, (ix) SME eEntrepreneurship dDevelopment modules , (x) ICT based Industrial development modules, (xi) Qquality control and Qquality creation Mmodules, (xii) iIndustrial Mmanagement Mmodules and so on. (g) There is a lack of multidisciplinary faculty and faculty members, which could be anticipated tofor boosting up the capacity building of the SME sector. (h) Training iInstitutes have no separate or special faculty by which they could substantially deploy their technical and pragmatic resources as to how to build or develop good or successful SME entrepreneurs. (i) The institutes have no system for generating feedback from either the stakeholders or trainees, thereby creating a dynamic avenue between stakeholder requirements and what is delivered. (j) The institutes lack physical, logistic and equipment structures to meet the requirements of the SME stakeholders. 7. The oObservations from Chambers Industries/Trade Bodies and oOther cCommunityies: of Commerce and rRelated bBusiness

Observations and /comments were obtained from chambers of commerce and industry associations including NASCIB, based on participatory reporting and appraisal methods. Their observations and /comments are as follows: a) There is a deficiency of specialized Ttraining Iinstitutes and

institutional for providing support to the SMEs sector for to favorably impact onincreasing the supply of requisite skills.

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b)

SCITI has an opportunity to enhance training in some selective areas like general management, financial management, entrepreneurship development, analysis of value added, improvement of productivity, etc. However SCITI has no separate faculty with specialization in study, time methods analysis improvement, for different industrial quality cycle jobs, work-and-motion engineering,

assurance methods, and problems diagnosis. c) Every tTraining institutes/organizations dido not have the capacity to develop case studies on SMEs for use in illustrating application of innovative techniques. d) Training institutes have no access to the latest information about international quality standards among different categories of SMEs. e) Existing polytechnic and vocational training institutes lacked ideas and demonstrating of methods improvement

specialized faculty members/trainers in different technical trades to which SME enterprises in the country belong.

8.

Recommendations:
National Level:

There is a great scope of alleviating poverty and sustainable industrial development through SMEs. Therefore, capacity building based on human resource development and human resource management should be given high priority in all capacities for developing the efficiency, productivity and quality at international standards for SMEs sectors. Sectoral Level:

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Comprehensive studies covering the entire supply chain of the booster sectors of SMEs that have been identified by the National Taskforce of SMEs and given prominence in the SMEs Policies Strategies will determine the specific sectoral training requirements. Government of Bangladesh would then facilitate the preparation of modular training programs for capacity building and promote the development of special facilities for SMEs as needed in each of the booster sectors. This would enable SMEs to increase their contribution to the GDP in the industrial sector.

Enterprise and Institutional Levels :

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(i)

Rural enterprise training will be significant. This training will

focus on firm-level skill development with appropriate embedded services and also generic product based training programs, such as technology, accounting and marketing. (ii) Women entrepreneurs capacity will be strengthened by

investigating whether cluster programs should be developed and whether they will have greater impact on women businesses. Embedded services assist women businesses to overcome some of the traditional difficulties in marketing and technology upgrading. (iii) PFIs outreach to rural areas needs to be strengthened by training staff and also assisting them to set up appropriate systems and structures for increased operations in rural areas. PFIs will also be assisted in campaigning for financing schemes in which they participate. Finally, programs will be designed, particularly for women entrepreneurs to prepare successful loan applications. (iv) The existing capacity of the Ttraining Iinstitutes that are engaged for capacity building of the SMEs stakeholders should be restructured as per requirement of the SMEs sectors.

(v) The data findings of the Training Needs Assessment revealed deficiencies in the number of qualified faculty in technical courses. Therefore, it is advisable to rationalize the number of faculty members technical, both general management, production engineering, cost & audit management, management, industrial

marketing promotion and ICT based professionals. (vi) The study findings of Training Need Assessment also showed that there is a deficiency of logistic and equipment support for conducting training program as per requirement of the SMEs stakeholders of the selected Ttraining Iinstitutes under study. Page 17

Therefore, it may be advisable to give logistic as well as training equipment support of those selected tTraining Iinstitutes. (vii) The tTraining Iinstitutes have no programme for conducting training programme as a modalities of capacity building for SMEs sector followed by training need assessment of the SMEs entrepreneurs / enterprises requirements. Therefore, it may also be advisable for conducting training programme by using the methods and outcome of the training need assessment of the stakeholders requirements. (viii) With a view to develop professional and technical capabilities of the faculty members; both foreign and local training should be extended for the faculty members of the tTraining Iinstitutes.

9. Constraints to Capacity Building of the Training Institutes: (As as recorded by the tTraining iInstitutes)

(a) Insufficient availability of budget allocations. (b) Unduly protracted due process in regularization of retained staff. (c) Relatively unattractive compensation package of staff. (d) Insufficient employee morale due to absence of well-defined career paths. (e) (f) Insufficient training facilities for the fFaculty members/Ttrainers. Shortage of faculty members.

(g) Shortage of knowledge based faculty members. (h) Lack of physical and logistic (instrumental) facilities. Page 18

(i) (j)

Shortage of trainees having requisite prior qualifications. Non-availability of participants as per target of the design courses. participants.

(k) Lack of resource facilities for case presentation as per demand of the (l) Want of facilities for creating support to in-plants visit and in-plants practices for the participants.

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Chapter-3
S u g g e s t ioa s p e ry sSe le c t e d T r a in in g ns b In s t it u t e s /O r g a n iz a t io n s
10. Suggestions for Improving existing cCapability of the sSelected Training Institutes/Organizations (as recorded by the tTraining Iinstitutes/ Oorganizations).

FOR SCITI

Policy Related: (a) For proper manpower utilization and policy formulation, SCITI programs should be performed their programs by tby qualified faculty recognized in their own professional disciplines. (b)Extra allowances & incentives should be provided for trainers similar to other training institutes like BIM/BPATC. (c) Divisional training centres of SCITI may be set up to meet huge training demand inby SMESs. (d)Allocation for training fund should be increased. (e) Residential accommodation should be made available for the faculty members & other officers near the SCITI campus. Resource/Faculty Related: (a) All faculty members should be trained in their respective field of instruction and in training methodology at home and abroad. (b)To provide experts on training of trainors (TOT) to develop a TOT Pprogramme for faculty members on the latest training methods and skills and modern management practices. (c) To provide scholarship to SCITI trainers for participating in different training programs, seminars etc. abroad. Page 20

(d)The research & consultancy skill of the faculty members should be increased by sending them in abroad. (e) To provide curriculum development experts to assist SCITI in preparing curricula of different training courses based on the training needs.

Technical: Modern training aids, audio-visual aids, equipments etc. should be provided to enhance the quality of training programs of SCITI. (a) 1 (Oone) Mmobile Ttraining Vvan is needed to reach every nook and corner of the country. (b) 25 (twenty-five) nos. PC units to conduct computer aided training programs in the institute. (c) 2 (two) airconditionersnos. AC and 1 (one) Rrefrigerator. Pprojectors with screen and, Llaptop (d) 2 (two) nos Mmultimedia computerwith Screen. (e) 2 (two) lLaptop computers.

FOR BIM
BBIUMSCITI Policy Related: (a) Restructuring the oOrganization Sstructure to accommodate new proposed activities like offering masters in Executive MBA etc. (b) Changing the existing Charter (Ordinance) to authorize BIM to confer degrees vis-a-via academic programme like Masters. Resource/Faculty Related: (a) Career Pplanning for the fFaculty mMembers to rReduce tTurnover. (b) Undertake/develop projects for faculty development.

FOR BSTI
BBIUMSCITI Page 21

Policy Related: (a) BSTI has no training Iinstitute to organize regular training program. However establishment of a tTraining Iinstitute in BSTI is under consideration. (b) Computerized and sophisticated training facilities are to be procured and installed. (c) Sufficient budget should be ensured. (d) Expert/Resource persons in the relevant field should be provided. equipments with IT

Technical: (a) For organizing scientific and technical training courses, latest scientific equipments are to be procured and installed. (b) To conduct above training, subject-related expert/scientist/ tTechnologist should be provided. (c) To provide mobile vehicle for training. technical

FOR BITAC BBIUMSCI TIBITAC

Policy Related: (a) Careier planning ofand human resource manpower development for workers and employees human resource management oof BITAC. (b) Establish avenues for BITAC personnel to undergo asy mobility of human resource training in other to overseas countries. (c) Providing stipend to the participants of BITAC training programs. (d) Facilitate Make easy publicity media for dissemination through the media of ng information on the functions and services of BITAC and its skilled development programs of BITAC . Resource/Faculty Related: Page 22

(a) TOT raining of Trainers facilitiesprogram should be extended for training of trainers both at local and international levels. (b) Adaptation of modern technology. (c) Recruitment of skilled and knowledgeable personnel. (d) Rearranging organization according to training needs assessment. (e) Posting of right person in the proper position. Technical: (a) Training needs awareness for the stakeholder in respect of developing skills should be extended. (b) Availability of Ttraining materials are required. (c) Collection of modern technology as training inputs. (d) Up-gradation of information system at BITAC. (e) Programs for Ttraining needs assessment should be started as an added input for obtaining actual needs of the SME stakeholders.

FOR TEXTILE TRAINING INSTITUTES

Policy Related: (a) Re-building of skill development programme should be extended. (b) Infrastructure facilities should be developed.

Resource/Faculty Related: (a) Faculty members/Ttrainers should be trained both at local and international level. (b) Recruitment of skill and knowledge based personnel. Technical: (a) Modern tTraining equipments should be provided by the government. Page 23

(b) Availability of Ttraining materials should be extended. (c) Up gradation of ICT system.

FOR TEXTILE VOCATIONAL TRAINING INSTITUTES

Policy Related:

(a) Research Llaboratory should be strengthened. (b) Fashion tTechnology may be introduced for each of the vocational training institutes. (c) Jute Ttechnology may be introduced. (d) Textile Mmanagement are essentially be needed. (e) Industrial support both in Ttechnical & financial may be increased. (f) A separate Ttextile Uuniversity is required in Bangladesh. (g) ICT based facilities should be extenpanded for each of the vocational training institutes.

Resource/Faculty Related: (a) Sufficient training equipments are required. (b) Shortage of Ffurniture may be fulfilled. (c) Maintenance budget should be increased. Technical: (a) Technical tTeachers in different technical trades should be recruited. (b) Expertise of personnel at floor level should be enhancedxtended. (c) M/C equipment computer should be sufficient. (d) Internet system i.e.for easy access in with modern communication system must be providedrequired. (e) Man power/Ttechnical trainer training should be widened in scope.

NASCIB
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Policy Related: (a) NASCIB has a widere scope with based level associations in every administrative districts as well as rural based associations/institutionsareas. Therefore, for effective manpower utilization and policy formulation tThe capacity of NASCIB for effective manpower utilization and policy formulation should be strengthened. (b) Some of the NASCIB members have special capability as professionals and researchers at international benchmark level. Therefore, these groups of professional members should be receivedgiven the opportunity to share their knowledge and sklls for the development of privilege as faculty on SMEs development in the country to complement similar to other specializedthe faculty member of the training institutes inof the country. (c) Divisional training centers of NASCIB may be set up to meet the huge training demand byin SMEs. (d) A reasonable allocation for training fund should be required for developing the units of NASCIB in some selective administrative districts where there are cluster based SME industrial zones are available. Resource/Faculty Related: (a) Some of the members under the umbrella of NASCIB who have possessed specialextra professional competency should be trained in their respective fields as instructors/faculty members at home and abroad. (b) To develop scholar/experts on TOT Program for SME development of SMEs including development of cottage industries. (c) As a brain-child of SMEs including cottage stakeholders; lLocal and foreign scholarships should be provided to NASCIB members so that NASCIB would develop itstheir capacity as SME facilitator for SME entrepreneurs and as well as tTrainers of SMEs. (d) A special program for ackage on research and& consultancy skill development should also be launched developed under the umbrella of NASCIB for the benefit of SMEs stakeholders and cottage entrepreneurs in particular.

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(e) NASCIB has a country-wide Women Entrepreneurs Cells along with Head Office of NASCIB by which has organized training, workshop, seminar, meeting, marketing alliances, product development, product fair for women entrepreneurs, entrepreneurship network and development etc. have been structurally organized. Therefore, package fFacilities of NASCIB to support the Women Entrepreneurs Cell should be enhanced. for NASCIB in this regards. (f) To provide cCurriculum development experts should be provided to assist NASCIB in preparing curriculaum of different training courses based on the training needs.

Technical: ICT based network, modern training aids, audio-visual aids, equipments on SMEs should be provided to enhance the quality and efficiency of training programs of NASCIB. (a) 1 (Oone) Mmobile Ttraining Vvan is essentially be required to reach every door and cornerSME clusters throughout of the country for developing and providing training facilitiesfor the cluster of SMEs. (b) 15 (fifteen) nos. PCs with 5 (five) printers to conduct computeraided training programs in the Hhead Ooffice of NASCIB and in its other offices in districts based NASCIB office where there are intensive industrial zones are available. (d) 1 (one) nos. photocopier, 2 (two) AC units and 1 (one) rRefrigerator. (d) 2 (two) nos Mmultimedia p Projectors with screen and , Llaptop with Screen. (e) (f) 1 (one) lLaptop for mobile presentation. 1 (one) video camera, 1 (one) digital camera for documentation and dissemination inputs of training, seminar, workshop and meeting.

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Chapter- 4
SWOT Analysis
11. Strengths, Weaknesses, Opportunities & sSelected Training Institute/Organizations. Threats of the

SCITI
FOR SCITI STRENGTHS : (a) SCITI is the only public sector training institute in the country for SME/SCI development. (b) Faculty mem members are well educated, dedicated experienced to impart need based training for SME/SCI. and

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(c) Necessary infrastructure facilities (such as sufficient nos. of wellequipped class rooms, Dormitory facilities, residential accommodation of trainers, enriched library) are existed. (d) Able to carryout research and study works on various SME.SCI related issues. (e) Able to organize Seminar/Workshop/Symposium SME/SCI related issues. (f) on different

Able to utilize nation wide network of BSCIC for conducting effective training at the field levels.

(g) Full Co-operation from BSCIC Head Quarters and field offices of BSCIC. (h) Organizational image. (i) Provision for hiring training Expertise/Resource person from outside to conduct special type of session.

WEAKNESSES: (a) Posts of Vice-Principal & other 3 Faculty Member are still vacant. (b) The faculty members are not yet regularized in revenue head. (c) Monitoring & Follow-up is weak. (d)Inadequate publicity regarding SCITI. (e)Inadequate local and foreign training of the faculty members. OPPORTUNITIES: (a) Huge demand of training in the SME/SCI sector. (b) Govt. policy supportive. patronization for entrepreneurship development is

(c) Potential to establish branches of SCITI at the divisional level. (d)The institute can be groomed up as a regional centre of excellence. (e)Donors are interested to provide fund in the training institute. THREATS: (a) Inadequate Fund fund for tTraining and Oother related Aactivities. (b) Training profession is not till treated as an attractive profession, Sso that young energetic talents are not feeling interest to join in training profession.

(c) Lack of awareness of the entrepreneurs regarding the benefits of the training. Page 29

FOR BIM
BBIUMSCITI STRENGTHS Strengths (for Human Resource Development): (a) Competent committed and experienced faculty members in SMEs Development. (b) Specialized and professional faculty for conduct5ing training needs Aassessment survey. (c) Expert Ffaculty infor designing and implementing Ttraining programs on Training Need Assessment. (d) Recognized ition of the professionalism of the faculty members. Strengths (for Physical Resources): (a) (b) (c) (d) (e) Centrally located institute Sufficient number of modern and well equipped classrooms. Adequate dormitory facilities participants for participants. Library facilities. In-house catering facilities.

Strengths (for Market/Service Delivery Standing): (a) Reputation and goodwill. (b) Diversified and multi-disciplinary course areas. (c) Quality service delivery at low costs. (d) Pioneer training institute. (e) Flexibility of service delivery. (f) Customer oriented/ need based training program. Strengths (for Training Equipment andechnological StandingFacilities): (a) Overhead projection facilities. (b) Computer facilities. (c) Reproduction Services. (d) Audio Vvisual facilities (slide/film projector, TV, Vvideo, Radio, etc.) (e) Multimedia facilities and laptop PCs. (f) Scanning and digital camera. (g) Internet facilities/ Wwebsite. WEAKNESSES

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Weaknesses (for Human Resource Development): (a) Limited scope for career advancement due to ineffective organizational structure. (b) Scope of faculty development is inadequate. Weaknesses (for Physical Resources): (a) Old vehicles (a) Poor, outdated vehicles.

Weaknesses (for Market/Service Delivery Standing): (a) Lack of promotional activities. (b) Lack of follow-up activity/ Weaknesses (for Technologicalraining StandingFacilities): (a) Lack of modern video films. OPPORTUNITIES External Opportunities (for Human Resource Development) : (a) Increasing demand of training in diversified areas. (b) Competitive environment enhancing scope of capability. (c) More demand of BIMs training from private sectors. (d) Increasing demand for qualified manager in the job market. (e) More qualified people available for recruitment. External Opportunities (for Physical Resources) : (a) Linkage and networking with other organizations (b) Expansion of business and other activities around Dhaka and Chittagong. (c) Scope of expansion and improvement. External Opportunities (for Market/Service Delivery Standing) : (a) Demand of our facilities by other organizations. (b) Scope for diversified training programme. (c) Awareness driven demand for training programme. Equipment and

Externa Opportunities (for Training Facilitiesechnological Standing): (a) Availability of modern technology. (b) User friendly of technology. (c) Technology based linkage. (d) Scope for online education/training.

Equipment

and

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THREATS External Threats (for Human Resource Development) : (a) Difficulty in to obtaining external assistance due to procedural bottlenecks. (b) Declining trend of external assistance. External Threats (for Market/Service Delivery Standing) : (a) Competitors in training field. (b) Free training along with allowances provided by donor agencies/other public sector. (c) Difficulties in promotional activities, especially advertisement due to government rules and procedures. External Threats (for Technological Standraining Equipment and Facilitiesing): (a) High costs of technology. (b) High demand of technical personnel. (c) Maintenance of high technology becoming difficult. (d) High rate of technology obsolescence.

FOR BITAC
BBIUMSCITI

STRENGTHS: (a) Organizational autonomy. (b) Skilled and experienced trainers. (c) Some traditional modern machinery for training. (d) Some modern training aids. (e) Availability of accommodation facilities. (f) A rich library containing relevant books, journals, magazines, etc. (g) Ability to offer theoretical and hands on training on 13 traditional trades. (h) Can offer theoretical and hands on training on 8 high-tech courses. (i) Can offer theoretical and hands on training on plastic technology, die/mould design and making, etc.

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(j)

Can offer any sort of tailor-made technical training of short, medium or long term duration on suit customers needs.

(k) Can carry out training needs assessment for any client.

WEAKNESSES : (a) Shortage of Technical Faculty Members as per requirement of the business community of the private sector based on free market economy and globalization. (b) Lack of latest technical training equipments. (c) Lack of modern Mobile training vehicles with latest equipments.

OPPORTUNITIES: (a) Heavy demand of technically trained manpower both at home and abroad. (b) Government's policy of human resource development through technical training (c) Support for implementing SME Policy Strategies. (d) Government's scheme for providing technical training to the displaced workers of closed industries (f) Assistance offered by different govt. agencies and donors towards increasing the capability of local training institutions THREATS: (a) Shortage of fund for training and other related activities of BITAC. (b) Inadequate fund for modern training machinery and equipment in BITAC. (c) Limitations to introduce new training courses/update existing training courses keeping in view of market demand.

FOR NASCIB
BBIUMSCITI STRENGTHS : Page 33

Strengths (Representation in Government Committees): National Council for Industrial Development (NCID) headed by the Prime Minister, Govt. of Bangladesh. National Committee for Industrial Policy, Ministry of Industries National Productivity Council (NPC), Ministry of Industries Consultative Committee for Commerce, Ministry of Commerce Committee for Science & Technology, Ministry of Science and Technology Advisory Council of SCITI, Training Centre of BSCIC District Special Credit Program Committees BSCIC Industrial Estate Land Allotment Committee, Ministry if Industries Member, Sick Industries Rehabilitation Committee, Ministry of Industries and Reactivation

NASCIB also works jointly with various Government, SemiGovernment and Private Sector Organizations in National, Regional and District level. NASCIB is a member of the Federation of Bangladesh Chambers of Commerce and Industry (FBCCI) and it participates in various Standing Committees of FBCCI through its members in the General Body of FBCCI

Affiliation with International Organization : NASCIB was cooperation partnership program with the German Federation of Small Business (ZDH) and Techno-net Asia (TA) for enhancing the capacity of NASCIB Secretariat at Dhaka.

Strengths: (Human Resource Management): NASCIB haves a good number of Professional, Researchers, Trainers, Counselors, Motivators, Business Organizers etc. NASCIB haves a long experience personnel for settlement of Trade disputes, Industrial disputes etc. Capability products. inof product development and diversification of

Page 34

Capability inof business networking both at local and international levels.

Strengths (Affiliation with International Organization): NASCIB was cooperation partnership program with the German Federation of Small Business (ZDH) and Techno-net Asia (TA) for enhancing the capacity of NASCIB Secretariat at Dhaka.

Strengths: (International Linkages): NASCIB has activities and identified programs with: a) Asian Productivity Organization (APO), Japan through NPO of Bangladesh b) Federation of Associations of Cottage and Small Industries (FACSI), West Bengal, India c) Maratha Chamber of Commerce & Industries, Pune, India d) Bengal National Chamber of Commerce & Industry, Kolkata, India e) World Association of Small and Medium Enterprise (WASME) f) Federation of Nepal Cottage and Small Industries (FNCSI), Nepal Strengths: (Marketing): NASCIB organizes Trade/Industrial Fair centrally at Dhaka and also at the dDistrict level in the discipline of Aannually and Sseasonally , either through the Association or in collaboration with BSCIC, District Chambers and SME related organizations. NASCIB participate in the Dhaka International Trade Fair every year and assist their members to distribute fair stalls. NASCIB members participate various International Trade Fair in Germany, Australia, Canada, India, Nepal, England etc. through NASCIB/EPB.

WEAKNESSES: Lack of opportunity for career advancement as SME entrepreneurs. Limited scope to access credit facilities for SME entrepreneurs including cottage entrepreneurs Inadequate training equipment for capacity building of SME stakeholders and enterprises of micro and cottage entrepreneurs. Want of transport facilities Page 35

Non-availability of accommodation facilities Lack of ICT linkages facilities for rural based associations.

OPPORTUNITIES: (a) Sufficient demand for growing as SME businessman. (b) Opportunity for growing world class SME entrepreneurs. (c) Potential to establish branches of NASCIB offices at rural community level. (e) Assist SME and Cottage entrepreneurs for making linkages both at local and international level for promoting business. THREATS: (a) Insufficient Fund for Training and Other related Activities. (b) Unplanned growth of Trade and Business Association for SMEs including cottage Industries. (c) Lack of awareness for creating image in favor of SMEs and Cottage Entrepreneurs. (d) Mismatch an unfavorable attitude for providing credit facilities for SMEs including cottage entrepreneurs.

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Chapter-5
Analytical Observations
Table- 1 Status of the Training Institutes/ Organizations as per Professionals Levels under study Name of the Training Institutes/Orga nizations No. of Technical Staffs SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocational Training Institutes NASCIB 17 390 310 46 94 158 Nature of Status

No. of Non Technical Staffs 39 174 164 54 233 174

No. of Professiona l Staffs 24 36 46 34 29

No.of Researcher s 05 05 10 5 -

Total Manpower 85 605 474 156 366 361

80

70

465 (Member)

25

640

The data findings from Table 1 showed that the selected training Iinstitutes have no balanced manpower among different manpower groups. The training Iinstitutes should have an opportunity for cross- functional management/faculties by which every faculty would get opportunities for searching avenues as an when they required. These situations have been invited a weakness of the Ttraining Iinstitutes/organizations under study.

Table-2 Page 37

Number of Officials Gained Training for Capacity Building as Faculty and Researchers Name of the Training Institutes/ Organizations SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocational Training Institutes NASCIB Foreign Training 13 35 31 26 22 18 20 Local Training 24 35 36 31 59 255

The data findings also showed that the Ttraining Iinstitutes under study have enjoyed insufficient training facilities both at local and international levels as per their manpower strength. Table-3 Number of Training Programs Organized Annually Name of the Training Institutes/Organizatio ns SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocational Training Institutes NASCIB Short Term 20 64 62 152 18 Mediu m Term 39 52 42 132 12 Long Term 01 54 24 12 23 Certifica te 35 26 Diplom a 15 Post Graduat e -

The data findings also showed that as per requirement of the training needs of the SMEs stakeholders and also as per availability of the manpower strength of the tTraining Iinstitutes, the number of training programs organized annually seems to be very insufficient and unjustifiable. Table -4(a) Fields of Training and its Number

Page 38

Name of the Training Institutes/ Organizat ions SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocationa l Training Institutes NASCIB

Gener al Manag ement -

Financi al Manag e-ment 02 7

Dynami cs of Adminis tra-tion -

Planni ng & Develo pment -

Policy Formula tion

Productio n Management 01 03

Quali ty Contr ol 02

N.Bote: BITAC Organized Training in the field of Machine shop, Foundry, Drafting, Heat-Treatment, Toll & Cutter, Grinding, CNG machinery i.e. engineering and mechanical devices. The Ttraining Iinstitutes as established under different Ministries for providing supports to the industrial sectors should have a wider linkages of general management, financial management, planning and development and production management courses. But the data findings of Table 4(a) showed that the training Iinstitutes under study have organized a very negligible courses as defined in the above table. Some of the selected training institutes did not organize any program in this regard.

Table-4(b) Fields otf Training and its Number

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Name of the Training Institutes/ Organizat ions SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocationa l Training Institutes NASCIB

Human Resource Manage ment

03 03

Motiv ational Chan ges of work cultur e 02

Prod ucTtivit y

01

Value Work Additio Study and n Method Improve ment (Industrial Enginceri ng) 02 02

Cost Effecti veness

ISO 9000 Certif icatio n

02

03

02

03

02

01

01

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Table-4(c) Fields of Training and its Number Name of the Training Institutes/ Organizat ions SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocationa l Training Institutes NASCIB ISO Waste 14000 Manage Certificat ment ion 01 02 02 01 02 Marketi ng and Sales Promoti ons ICT Netwo rk Utilizati on of Credit TQM Supply Chain Manage -ment

01

02

Foot Note : The Textile Training Institutes and Textile Vocational Training Institutes and did not associate with those fields of training.

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Table-4(d) Fields of Training and its Number Number of the Training Institutes/ Organizat ions SCITI BITAC BSTI BIM Textile Training Institutes Textile Vocationa l Training Institutes NASCIB Offic e Mana gement Entrepre neurship develop ment 01 02 Entreprene urship developme nt for SMEs Cost & Audit Mana gement 02 Book Project keeping Apprai and sal Accounti ng 02 02 Produc t Packag ing 02 -

04

02

01

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Table-5(a) Performance of the Training Institute based on Area of Specialization FOR SCITI

High Mark Production Management Total Quality Management HRD Productivity Improvement Quality Control Area of Specializatio n Work Study & Method Improvement Low Cost & Method of Cost Effectiveness Marketing and Sales Promotion Industrial Credit & utilization of Credit Entrepreneurship development SME development Women Entrepreneurship Development Entrepreneurship Development for SMEs Design & Packaging

Medium Mark Planning & Development Resource Management ISO 9000 Certification ICT Network Customer Supremacy & Customer Satisfaction Adaptation of Technology & Choice of Appropriate Technology

Low Mark

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Table-5(b) Performance of the Training Institute based on Area of Specialization FOR BIM

High Mark Planning and Development Production Management Total Quality Management HRD Area of Specializatio n Productivity Improvement Quality Control Job behaviors and Job Relations Just-in-Time behavior and Just-in-Time Management Motivation & Changes of work attitude ISO 9000 Certification ISO 14000 Certification Marketing and Sales Promotion ICT Network E-Commerce & Ebusiness Benchmarking & Best Practice Customer Supremacy & Customer satisfaction

Medium Mark Work Study & Method Improvement Supply Chain Management Entrepreneurship Development

Low Mark Resource Management Waste Management Industrial Credit & utilization of credit Total Productive Maintenance SMEs Development Women Entrepreneurship Development Design & Packaging Adaptation of Technology and choice of Appropriate Technology

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Table-5(c) Performance of the Training Institute based on Area of Specialization FOR NASCIB

High Mark Productivity Improvement Total Quality Management Human Resources Development Quality Control Low Cost Automation & Method of Cost Effectiveness Marketing and Sales Promotion Development of SMEs and Cottage Entrepreneurship Utilization of Credit Women Entrepreneurship Development Production Management Design & Packaging Cluster Based SMEs and Cottage Industries Development

Medium Mark Customer Satisfaction Planning and Development Market Networking Choice of Appropriate Technology Supervisor training for RMG

Low Mark ISO 9000 ISO 14000 Green Productivity

Area of Specializatio n

Page 45

Table-6 Target and Actually Achieved of Training Program as sScheduled by the Sselected Training Institutes/Oorganizations under sStudy Number of the Training Institutes/ Organizati ons SCITI BIM BITAC NASCIB BSTI Textile Training Institutes Textile Vocational Training Institutes No. of Training Programme No. of Training Programme Planned Actually Organized 2004 2003 2002 200 2000 200 200 200 200 200 1 4 3 2 1 0 62 60 60 65 35 83 78 99 96 81 25 12 12 12 20 16 16 14 12 15 Not Applicable Textile Training Institutes failed to supply information 60 79 25 20 58 57 51 84 105 114 20 12 12 13 10 11 Not Applicable this particular 56 106 12 9

Textile Vocational Training Institutes failed to supply this particular information

It is a very common apprehension that in Bangladesh every year new firms/enterprises have been entering in the industrial markets. Therefore, the size of the industrial population has also increased accordingly. The data findings of Table-6 showed that the training institutes under study have no empirical planning to add more training programs as per industrial population in the industrial sectors. This situation revealed that the selected training institutes have serious demand driven planning to organize training programs for the industrial sectors accordingly as per new industrial population added in the industrial market.

Training and Capacity Building by NASCIB on Cluster Based SMEs and Cottage Industries Development in Bangladesh: NASCIB has an opportunity for organizing training program on Capacity Building in the area of cluster based SMEs and Cottage Industries development in the country. This is happened only for an opportunity as a flatter and district based offices of NASCIB. NASCIB organizes Training Page 46

Program for cluster based on SMEs and Cottage Industries in the following fields: 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16) 17) 18) 19) 20) Cane and Bamboo Products, Clay Products- Terra cotta, Pottery, Blacksmith, Handloom- Weaving, dyeing, Nakshi Kantha (high value added products but cluster), Jute Products, Sweetmeat- (Milk Products) Leather Products, Bell Metal Products, Sericulture, Dry Fish Processing, Hand Made Carpet, Plastic Products, Electronics, Light Engineering Works., Artificial Jewellary, Coconut- Coir Shell Products Pearl Products, Satrangi (local name but cluster product)/Socks Wood Carving and wood in lay

Page 47

Chapter 6
Other Cases of Training Need Assessment
BIBM (Bangladesh Institute of Bank Management) : In the backdrop of inadequate local training facilities in the country, Bangladesh institute of Bank Management (BIBM) was established in 1974 with an initial primary focus of providing training to the officials of banks and financial institutions of Bangladesh in order to strengthen and update their skill. Since then many banks have set-up their own training institutes to handle of significant part of their own objective based needs, particularly those of their junior level officials. As such BIBM has also modified its training activities and broadened its operation to cover other areas of activities such as providing education in the form of a degree, Masters in Bank Management (MBM), and a diploma, post Graduate Diploma in Computer Applications (PGDCA), carrying out research in banking & finance, holding seminars and roundtable discussions or aiding the banks in their recruitment. Even with these activities, which are somewhat complementary with one another, training still occupies the centre-stage of BIBM operation. But BIBM now imparts training to only mid-level and senior officials of banks and financial institutions and generally in areas here all its members have common interest. Upto 2004 a total of 41800 officers of banks and financial institutions of the country have had training in BIBM.

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Summarized Statement of Training Calendar 2005 for BIBM: SL. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. Name of the Training Courses Accounting of Bankers (AB) Asset Liability Management in Banks (ALMB) Basic Computer training (BCT) Computer Network Administration and Setup with Windows 2000 (CNSDW2K) Computer Spreadsheet Analysis for Banking Operation(CSABO) Credit Management (CM) Credit Risk Management (CRM) Database Administration with SOL Server 2000 (DASQLS2K) E-Commerce,E-Banking and MIS(ECEBMIS) Financial Analysis for Bankers(FAB) Financing Agro-based Industries in Bangladesh (FABIB) Financing Small Small and Medium Enterprises (FSME) Foreign Exchange and Money Market Products (FEMMP) Internal Control and Risk Based Audit in Banks (ICRBAB) International Trade payment and Foreign Exchange (ITPFE) Islamic Banking and Finance (IBF) Laws and Regulations in Banks(L,RB) Leadership, Teambuilding and Negotiation Skills (L,TNS) Loan Structuring and Documentation(L,SD) Management Course for Senior Bankers (MCSB) Managing Risks in Banks (MRB) Merchant Banking (MB) Prevention of Malpractices in Banks(PMB) Project Appraisal and Management(PAM) Rural Banking and Micro Finance (RBMF) Software DevelopmentOracle with Development (SDOD) Strategic Management and TQM (SMTQM) Trainers training in HRM (TTHRM) Duration of the Training Courses 08 06 12 12 06 12 06 10 06 06 06 08 06 08 12 08 10 06 06 20 04 10 08 10 10 12 6 10

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Outreach Training Courses of BIBM: SL. No. 01. 02. 03. 04. Name of the Training Courses Banking Laws and Regulations (BLR) Credit Analysis Techniques (CAT) International Trade Payment and Finance (ITPF) Financing Small and Medium Enterprises (FSME) Duration of the Training Courses 05 05 05 05

Training as a Discipline Of Workshop of BIBM: SL. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Name of the Training Courses Duration of the Training Courses and 02 03 02 03 03 02 03 02 02 02 03 03 02 03 03 02 03 03 02 03

Anti-Money Laundering Policies Implementation (AMLPI) Asset Liability Management (ALM) Bond Market (BM) Communication and Interpersonal Dynamics (CID) Conflict and Negotiation Skills (CNS) Credit Risk Grading (CRG) Documentation and Legal Effects (DLE) Factoring Services in Bangladesh (FSB) Financial Derivatives (FD) Foreign Exchange Risk Management (FERM) Housing Finance (HF) ICC Publications and International Trade Payment (ICCPITP) Internal Control Mechanism and Bank Supervision (ICMBS) Lease Financing and Securitization (LFLR) Legal Framework for Loan Recovery (LFLR) Liquidity and Investment Management (LIM) Loan Syndication and Venture Capital Financing (LSVCF) Management of Non-Performing Advances (MNPA) Marketing of Bank Products (MBP) Strategic Human Resource Management (SHRM)

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Top Management Roundtable Dialogue of BIBM: Corporate Governance in Banks and Financial Institutions. SL. Title of the Dialogues No. 01. Corporate Restructuring in Banks 02. Globalisation, WTO and Bangladesh Financial System 03. Plastic Money Lecture Program of BIBM: SL. No. 01. 02. 03. Title of the Lecture Program An Evluation of the Operations of International Trade Payment Methods in Bangladesh Bank and Capital Market Integration Debt Market in Bangladesh

Research Project of BIBM: SL. No. 01. 02. 03. 04. 05. Title of the Research Project An Evaluation of the Operations of International Trade Payment Methods in Bangladesh Debt Market in Bangladesh Financing Agribusiness in Bangladesh; Problems and Prospects Implementation of Online Banking in Bangladesh; Problems and Remedies Performance Evaluation of Mutual Funds in Bangladesh

National Hotel and Tourism Training Institute: Tourism is an income generating activity of the highest importance in the current world and holds great economic promise for the developing countries. Recognizing the need for training in all areas involved with tourism development, the National Hotel and Tourism Training Institute (NHTTI) was established in 1974 under Bangladesh Parjatan Corporation (The National Tourism Organization). The efficient management of tourism products depends on professional training. In order to develop professionalism and provide a cadre of skilled Page 51

and trained manpower to meet the increasing demand of the trained personnel for Hotel and Tourism Industry both at home and abroad, this institute offers various courses of different duration. Besides offering regular courses, NHTTI in 1994 as a test case for the first time started a two year long Diploma in Hotel Management. With the expansion of tourism in the country, need for skilled manpower in the supervisory level is felt every now and then. Hence, Diploma certificate in Hotel Management Course has been re-introduced on a regular basis. The institute also provides in-service and on-the job training for BPC personnel and arrange special seminar and workshop related to tourism development. NHTTI is committed to strengthen its training programme to meet the growing challenges for the new millennium for trained and skilled tourism human resource. It is evident that National Hotel & Tourism Training Institute (NHTTI) since its inception, has aimed at supporting and developing the hotel industry and other tourism related sectors by producing trained manpower ever needed to elevate the existing standard. The Institutes, undoubtedly, has stood as a pivot for the development of hotel & tourism industry. It has not only played a significant role in fulfilling the increasing demand of the trained manpower, but also assisting the industry by providing the consultancy services as well. Objectives : The main objective the institute is to fulfill the need of the trained manpower required for the development and promotion of hotel & tourism related sectors. Besides, the institute has set the following immediate objectives : a. To produce trained personnel required for the hotel, travel agency and other related sectors.

Page 52

b. c.

To upgrade the standard of the already employed personnel by providing them with the opportunities of in-service training. To develop efficiency of the employees working in different areas by conducting on-the-job training, refresher course and on the spot mobile training.

d.

To design and implement special modular course particularly for untrained but employed personnel working in various level & tourism section.

e.

To provide the technical knowledge and skill needed by the wellqualified young persons to start on the management ladder.

Courses Offered by NHTTI : The institute is confidently offering regular full-time National Certificate Course (NCC) for 18 weeks duration including Industrial Attachment at regular intervals in the following specializations: (a) Food & Beverage Production. (b) Food & Beverage Service. (c) Travel Agency & Tour Operations. (d) Front Office Secretarial Operations. (e) Bakery & Pastry Production. (f) Housekeeping & Laundry Operations. (g) Computer Operations. Skilled Development Centre of BSCIC (SDCB) : These are 14 Skilled Development Centre of BSCIC (SDCB) located in different administrative districts run by BSCIC for developing skilled in different technical trades. The centres have their own infrastructure. The infrastructures with training equipments were developed by the donor agencies under the active supervision of BSCIC and MOI. The centres were established within 1983 to 1985. The training courses are designed for the youth both male and female. The school and college dropped-outs are the main students/clients for those training courses. Page 53

Objectives : The main objectives of those training courses are as follows : (a) To provide self-employment in the industrial enterprises both at local and international levels. (b) To supply skilled manpower to the industrial enterprises particularly for SMEs and cottage industries in Bangladesh. (c) To organize a package training programme for entrepreneurship developments. Name of the Technical Trades of the Training Courses organized by SDCB : (a) Electrical house wiring and motor welding. (b) Fitting cum machine shops and welding practices. (c) Welding. (d) Repairing and assembling of Radio, Television etc. (e) Refrigerators and Air conditioners repairing. (f) (h) (i) Shallow Machines repairing. Garments Making and Machines knitting. Garments making. (g) Motor Cycle repairing.

Outcomes of those Training Centres of SDCB: 1200 to 1500 participants are trained annually from those centres. The outcomes of those programs are as follows : (a) About 50% of the trained people have been self-employed by developing small units of industrial workshops/cottage industries at the rural based of the country. The trained people are also managing their jobs in different SMEs and Cottage industries. (b) The trained people have become a very good example for alleviation of poverty for rural community through self-employment.

Page 54

(c) The trained people have also enjoying specific privilege for receiving small industrial loans as micro-credit from different NGSs with full satisfaction. (d) At the age of pre-retirement army people and civilian retired people have been felt encouraged for self-employment training from those centres. (e) The centres have been earning money through charging fees from the participants. Conclusion: Poverty alleviation is one of the most important challenges faced by Bangladesh. The Poverty Reduction Strategy Paper (PRSP) of Bangladesh has targeted to reduce the existing level of poverty at least half with in the year 2015 set by the Millennium Development Goals (MDGs) in line with the UN proclamation. Poverty alleviation, employment generation and sustainable industrial development for accelerating economic growth requires an integrated and multidimensional linkages among social, political and economic dimensions. Systematic, planned and sustainable industrial development with broad based development of SMEs is one of the significant instrumental in this regards. Certainly, Training and Capacity Building in SMEs sector appears one of the significant means for obtaining world class products, value addition and promotion of productivity through material saving, resource saving, cost effectiveness and efficient management system at benchmark levels both at company and corporate levels.

Page 55

Annexure-1
Questionnaire on Training Needs Assessment

A. B.

b'Stakeholders'b

'BSCIC', 'SCITI' and Other Related Agencies/Institutes

: Implementing Ministry : Small and Medium Enterprises (SMEs) Cell. Ministry of Industries, Government of the People's Republic of Bangladesh Shilpabhabon 91, Motijheel, C/A, Dhaka Phone : 9551612
Page 56

This questionnaire has been designed for Training Need Assessment of BSCIC, SCITI and other related Organizations/Institutes. The core objectives of this need assessment are to searching inputs, information and avenues for capacity building and re-structuring of BSCIC, SCITI and other related institutes; so that these Organization/Institutes could open their windows for providing support to SMEs development in Bangladesh.

01. 02. 03. 04.

05.

Name of the organization/Institute Year of establishment of your organization/ Institute : Year of Commencement of services :

Total Manpower strength of your Organization/Institute: Name and Nature of Faculties (Please Tick Marks. May be one more )
Research Planning and development Policy formulation Preparation of project proposal and Evaluation of project

Training

Management

Accounts and Audit

Industrial Relation

Consultancy services

MIS

06.

Status of your organization : Please Tick marks

Semi- Government Autonomous Private NGO

Government

(a) No. of Faculties

(b)

No. of Faculty members_______

Page 57

(c) No.of Researchers ______ (d) No. of Engineers/TechnicalOfficials __ (e) No. of Staffs
07.

Status of your Origination/ Department/ Institute as per Academic level

No. of Degree Pass Below SSC Pass No. of HSC Pass Only to put Signature

No. of Post Graduate No. of SSC Pass

08.

Status of your Origination/ Department/ Institute as per Professional Level

No. of NonTechnical Staffs. No. of Professional Staffs. No. of Researchers

No. of Technical Staffs.

09.

No. of Officials gained Training for capability building as Faculty and Researchers

Foreign Training
Faculty Members Researchers

Local Training
Faculty Members Researchers

10.

No. of Training Programmes Organized annually

Medium Term (No.) Long Term (No.) Certificate (No.) Diploma (No.) Post Graduate Diploma (No.)

Short Term (No.)

Foot Note : (a) Short Term means

2 days to one week 2 weeks to 3 weeks

Page 58

(b) Medium Term means:

(c) Long Term means

4 weeks and above : Exam: Compulsory

(d) Certificate course means

11.
General Management

Fields of Training & its Number.

Financial Management Administration and Dynamics of Administration Planning and Development Policy Formulation

Production Management.

Quality Control

Resource Management

Human Resource Management

Motivation and changes of work attitude

Productivity

Value Added

Work study and Method Improvement (Industrial Engineering)

Low cost and method of cost effectiveness

ISO 9000 Certification (Quality Control & Quality Creation )

ISO 14000 Certification (Environment Management)

Marketing & Sales Promotion

ICT net works

E-Commerce & Ebusiness

Benchmarking and Best Practices

Waste Management

Quality, Cost & Delivery

Industrial Credit & utilization of fund/ credit

Total Quality Management.

Supply- chain Management.

Customers Supremacy and Customer satisfaction

Entrepreneur- ship Deve -lopment & how to develop win-win entre

SEMs Development

Women Entre -preneurship Development

Entrepreneurship Development for SMEs

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-preneurship

Foot Note: In addition to the above concept if your organization/Institute has some separate concept you put the name in the blank boxes.
12.

Please Indicates Area of Specialization by indicating Scale ('5' highly Professional and '3' moderately Professional ) & Scale '1' (less Importance) among the respective fields as under: Please Tick marks among the Respective Boxes.
Area of Specialization Scale '5' Scale '3' Scale '1'

Sl.No (01) (02) (03) (04) (05) (06) (07) (08) (09) (10) (11) Planning & Development Production Management Total Quality Management Human Resource Development Resource Management Productivity Improvement Good House Keeping Quality Control Cleaner Production and Cleaner Management System Cycle Time Analysis Job behaviors and Job Relations

(12) (13) (14) (15) (16)

Just- in- Time behavior and Just -in- Time Management Motivation & changes of work attitude Work study & Method Improvement (Industrial Engineering) Low cost & method of cost effectiveness ISO 9000 Certification(Quality control & Quality Creation)

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(17) (18) (19) (20) (21) (22) (23) (24) (25) (26) (27) (28) (29) (30) (31) (32)

ISO 14000 certification (Environment Management) Marketing & Sales promotion ICT net works E-Commerce & E-business Benchmarking & Best Practices Waste Management Industrial Credit & utilization of fund/credit Total Productive Maintenance Supply-chain Management Customer Supremacy & Customer satisfaction Entrepreneurship Development & how to develop win-win entrepreneurship SMEs Development Women Entrepreneurship Development Entrepreneurship Development for SMEs Deign and Packaging Adaptation of Technology and choice of Appropriate Technology

13.

How many Training Programmes have been Organized by your Organization annually based on Training Need Assessment and without Training Need Assessment for the Stakeholders ?

No. of Training Organized based on Training Need Assessment

No. of Training Organized with out Training Need Assessment.

14.

No. of Officers & Staffs enjoyed Training as Participants by your organization during the last 5(five) years ( for civil Offices)

Years 2004 2003

Policymakers

Officers

Staffs

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2002 2001 2000

15.

No. of Officers, Technical Personnel, Supervisors, Workers & Entrepreneurs enjoyed Training by your organization during the last 5(five) years ( for Factories/ Enterprises)

Years

Officers/Management

Officers (Technical)

Supervisors

Workers

Entrepreneurs

2004 2003 2002 2001 2000

16.
Years

Target and actually achieved of Training program as scheduled by your organization /institute during the last 5 (five) years.
No. of Training Programme Planned No. of Training Programme Actually Organized Failed to Organize Training Programm as planned due to (Please mentioned the number) Shortage Shortage Shortage Shortage of of fund of Venue/ of faculty training room members equipments space

2004 2003 2002 2001 2000

17.

In what methods your organization/ Institute prepare training Target for the stake holders ? Please Tick Marks in the appropriate boxes. Tick may be one or more than one .

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Selective Approach

Participative Approach

Review previous year observation

Demand Driven Approach

Need Assessment Approach

Customer requirement and Customer Complain Approach

18.

Is there any Training Modules exist in your organization/ Institute ?

Please Tick Marks.

Yes

No

If 'yes' then answer the following: please Tick Marks.

Sufficient for the stakeholders Moderately sufficient for the stakeholders Insufficient for the stakeholders

19. (a) (b) (c) (d) (e) 20.

Please mentioned the name of the Training Modules as Package

How may Faculties have received SMEs Training for developing skills as Faculty for SMEs ? Please Tick Mark if not available and planning .
No. of Faculty Available for SMEs Development Not Available for SMEs Development Planning to Develop SME Faculty.

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21.

Please provide the detailed information by mentioning the name and system of training equipments of your Institute/organization.
Sl.No. (a) (b) (c) (e) (f) (g) (h) (i) (j) Name of the equipments System of the equipments Year of Installation of equipments

22.

Please provide the information on existing physical facilities of your Institute/organization

SL.N o. No. of Training Rooms available No. of Auditorium/ Conference Room available No. of Participants targeted for each course No. of participants attend in each course (Please provide at least average no. of participants

23. Methods/Mode of Evaluation of Training Courses (Please Tick Marks in the boxes as under)
Visual observation by Faculty Members/ Resource persons Score system Purposive Questions Answer system Evaluation format/ Questionnaire Evaluation through exam. No. of Feedback Training organized as per evaluation findings

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24. Methods of evaluation of the performance/ efficiency standard of the Resource Persons/ Faculty Members by the participants (Please Tick Marks as applied).
Combine or separate evaluation Methods both for the training course and resource persons/ Faculty Members Evaluation through Questionnaire Is there any internal Capacity building programmes by the training Institute/ Organization in particular

25.

What practical difficulties your organization/Institute has been facing in implementing training and other related programme. Please put by giving weighted scores among the respective boxes. The score '5' highest, score'1' lowest and '4' to '2' indicates next highest.

(a) Shortage of Faculty Members

(b) Shortage of Knowledge based Faculty Members

(c) Want of Training Room Facilities

(d) Problem of training equip- ment and inputs

(e) Problems of Fund

26.

No. of training imparted for Entrepreneurship development and No. of Entrepreneur's Trained during the last 5(five) years by your orga -nization/ Institutes.

No. of Entreprenurship Training Organized

No.of Entrepreneu's Trained

Year

Entrepreneurship

Women Entrepreneurship

SMEs Entre preniership

Entrepreneur's

Women Entrepreneur's

SMEs Entrepreneur's

2004

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2003 2002 2001 2000

27. Please put some suggestions for improving existing capability of

your organization/Institute. At least 5(five) suggestions for each areas.

Policy related:
(a) (b) (c) (d) (e)

Resource/ Faculty related: (a) (b) (c) (d) (e) Technical :

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(a) (b) (c) (d) (e)

28.

Please mentioned some critical Problems for improving the skills/Capability of your organization/Institute as per reality you have observed. (a) (b) (c) (d) (e)

29.

Please explain 'Strength', 'Ability', 'Opportunity', 'Threat' and 'Future Prospect' of your organization/ Institute.

Strength: (a) (b) (c) (d) (e)

Ability: (a) (b) (c) (d) (e)

Opportunity': (a) (b) (c) (d) (e)

Threat' (a) (b) (c) (d) (e)

Future Prospect (a) (b) (c) (d) (e)

Note: May be use separate sheet. 30. Is there any explicit HRD policy of your organization/

Institute as a internal strategic guide to prepare Training Curriculum ?

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If 'yes' then please provide some broad strategies on HRD policy.

Thank you

Annexure-2

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Training Nneeds aAssessment for wWomen Eentrepreneurs: Jatiyo Mohila Shangstha (National Women Organization)
Executive Summary With the main thrust of economic self-reliance and empowerment of women through entrepreneurship development Jatiyo Mohila Shangstha (JMS) otherwise called National Women Organization) has introduced its Entrepreneurship Development of Women (EDW) Program in the early 1998 by Ministry of Women and Children Affairs (MWCA). In tune with this main thrust many initiatives have been taken so far, e.g., entrepreneurship, leadership and refreshers training along with loan. To keep pace with the ever-changing environment and to ensure sustainable future the women are now necessitating to get acquainted with advanced skills and technologies Page 69

that can be nurtured in line with the market demand. This report is outcome of a vigorous survey among 782 individual respondents and 218 institutions in 35 regions in all over Bangladesh with the ultimate objective to identify market driven advance skill training needs. For the purpose of getting the most desired result from the survey the entire work was divided into some sections. These were- detailed study of the entrepreneurs, their characteristics and demographic features, focus group discussion FGD), various types of training and their impact on the ability to improve their business capability and thereby to increase business profit, nature of business or trade pursued by them, their future plan and the expectations from the sponsor.

Brief survey findings are presented below1. Characteristics and demographic features. Sl # 1 Survey Aspects Age of respondents 2 Marital Status Major Findings Minimum 18, maximum 57 and average age is found as 32.58 years. Standard deviation of the age is found 7.55 years. Maximum entrepreneurs are married. In some places the ratio is 100% and in maximum places 3 Family Structure it is more than 80% The average number of adult Family member is 4. Number of children in the family is 2 on average family is though the maximum One number is of children has found 8. On average 3 persons per dependent. thing also noticeable here is that the maximum dependent 4 Educational Status number is 13. The number of H.S.C passed entrepreneurs is higher, which is 275 (35.26%), S.S.C is 260 Page 70

(33.33%). Number of graduate is only 70 5. Economic Background (8.97%) 64.5% of the respondents annual income is more than Tk. 80,000/-, 16.78% have Tk. 40,000-60,000/- and 12.09% have Tk. 60,0006 80,000 Products/services Tailoring is a common business among the being offered by entrepreneur surveyed entrepreneurs (22.3%). Poultry is another flourishing sector (17.5%). Handicrafts, fishery, grocery shop, dairy farm, computer coaching/composing, beauty parlor-also seems 7 Nature and classification of 8 9 business Experience of entrepreneur Earning and profit very popular among the women entrepreneurs. Non-farm production is the most common among the women entrepreneurs (51.7%) Average age of experience is 6.12 years and a standard deviation is found 4.62 years. Average monthly sale from the business is Tk. 17,071.37 and average monthly profit from the business is Tk. 4,035. Moderate-income earners are mostly from non-farm production. Higher income is observed in trading and service10 11 oriented businesses. Sources of Fund JMS loan was the main source of fund. Training received Other than institutional training almost all the entrepreneurs have elementary background about the business what they are doing now as most of them inherited their family trade or the business that environment supports them to do, 12 Problems being faced like-tailoring/sewing, handicraft, etc. Shortage of working capital seems the most burning one. Around 89% have expressed it as their emergency and significant problem. Shortage of equipment, inadequate technical Page 71

knowledge,

marketing

problem,

lack

of

counseling, lack of skill labor also sometimes act as crucial problem.

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Trainings : The women in our country, in general, are very less prone to receive modern technology based trainings. This is also partly because they are less acquainted with the modern technology. As a result skills those are mostly demanded by the women entrepreneurs seem very limited and common among different regions. However, a skill has been identified that can be poured to the TGM as per the recommended condition as mentioned in Annexure-1. The skills have been identified considering entrepreneurs current business, (Table-2.2.1), region-wise demand of training from the entrepreneurs (Table-2.6.3/a), market information about similar training need of other organizations (Table-3.6), businesses popular among women (Table-3.7) and availability of training packages (Table-3.2). It is important to mention here that not all the skills are suitable for advance level training; some are also to be provided as basic training (considering previous training experience and less familiarity with the type of skill). Advance level training in these fields can be organized after completion of basic trainings and after getting some satisfactory level of experience in that particular field. A brief list of such skills are given belowSl# 1 2 3 4. 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Skill Trainings Tailoring & embroidery Block-boutique Crystal spray Nokshi Kantha Jute products Clothe knitting (hand loom and power loom) Shopping bag Poultry Poultry and cattle feed Dairy & cattle rearing Fishery & hatchery, shrimp culture Bea keeping Sericulture Beauty Parlor Computer Confectionary items Bamboo and cane products Candle/wax products Battle leaf cultivation Nursery Pickles making Cooking (oriental & Chinese) Screen printing Level of Training Advance Basic Basic Basic Basic Basic Basic Advance Basic Advance Basic/Advance Basic Basic Basic Basic Basic Basic Basic Basic Advance Basic Basic Basic

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It was understood from the survey that many of the respondents have some preliminary idea about fishery and in some cases even shrimp culture. But hatching experience is very rare. So, basing on subject of training (e.g.fishery or hatchery or shrimp culture) and experience level of the participants it can be delivered either as basic or advance level training. Background Historically women have played a disproportionately small role in business and economic activities all over the world in general and it is more so in case of Bangladesh. This scenario has been changing gradually. In fact, women are joining in business as entrepreneurs at a remarkably rapid rate. Impressive as the growth may be, what is more significant is that women have broken away from tradition and invaded fields that have long been exclusively male dominated. However, this scenario is not yet that much explicit in our country. We are still lagging behind in respect of the current world trend. One of the main reasons behind this is the lack of institutional initiative to enmesh women entrepreneurs and fit them to play in the market. Despite the lack of institutional back up, the small and scattered women entrepreneurs evoke profound possibilities, spirit and determination to live and provide for their families, even in most difficult circumstances. Our challenge as a development worker is to find out the ways of tapping and unleashing the inherent creativity of these women and help them to grow further. Keeping this view in mind Jatiyo Mohila Sangstha (henceforth JMS) has started the Entrepreneurship Development of Women (EDW) by Ministry of Women and Children Affairs (MWCA). Objective The objectives of carrying out the study were to (a) Survey existing entrepreneurs from diverse trades and empirically determine the type to skill required by the entrepreneurs. (b) To identify skill-sets derived from the trades.

Coverage and Methodology : Coverage of the study was limited to specified 36 locations. The study adopted the following methodologies: Primary Research: To collect primary information, a field survey was carried out in 36 locations. Women entrepreneurs and training providing organizations were the 2 respondents groups for the primary survey. Page 74

Survey Instrument 2 sets of questionnaire were developed, one for surveying women entrepreneurs and the other for surveying training service providing originations. Both the sets contained optimum number of questions that included both closed and open questions for gathering quantitative and qualitative information. Pre-Testing of Survey Instrument Before commencing actual survey, both the questionnaires were pre-tested in Dhaka and basing on the pre-testing the questionnaire has been revised to some extent. Sample Size & Sampling Technique As mentioned earlier the survey was conducted in the selected 36 areas specified by the JMS. Total number of women entrepreneurs in these areas is 1267. As desired by JMS, at least 60% (760 entrepreneurs) of these entrepreneurs should be included in the sample. However, actual number of entrepreneurs surveyed is 782, which is the result of extra effort by some surveyor to minimize error/bias. A total of 218 training providing organization also covered for collecting organizational information. For the convenience of the survey and to complete the same work within the stipulated time, 36 areas were grouped into 15 zones considering the sample sizes and distances among different areas. 15 field interviewers were recruited and sent to the zones. Each field interviewer covered one zone.

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Following table shows the zone-wise and area-wish survey coverage by the field interviewers: Zone Survey Area(s) Number of Number of # Entrepreneurs Organizations surveyed Surveyed 1 Dhaka Metro (136) 51 7 2 Dhaka Metro 33 7 Dhaka District (25) 17 3 Manikgonj (26) 17 7 Tangail (56) 36 4 Savar (29) 19 7 Gazipur (29) 19 7 Narayangonj (34) 21 7 5 Jamalpur (61) 38 7 Netrokona (27) 17 7 6 Rajbari (57) 35 7 Madaripur (55) 34 7 7 Bhairab (29) 18 7 Moulvibazar (24) 15 7 Comilla 19) 12 7 Chittagong (18) 12 7 8 Noakhali (22) 14 7 Feni (25) 16 7 Laxmipur (21) 14 7 9 Khulna (21) 14 7 Bagerhat (29) 18 7 Jhenaidah (25) 16 7 10 Barisal (29) 18 7 Perojpur (40) 25 7 11 Barguna (29) 18 7 Jhalokathi (27) 17 7 12 Rajshahi (45) 28 7 Chapainawabgonj (23) 15 7 Naugaon (18) 12 7 13 Bogra (53) 33 7 Sirajgonj (16) 11 7 Gaibandha (20) 13 7 14 Kushtia (59) 36 7 Chuadanga (30) 19 7 15 Rangpur (29) 18 7 Lalmonirhat (25) 16 7 Dinajpur (25) 16 7 Total (1267) 781 245 FN.B.: Figures within parenthesis are number of women entrepreneurs belonging to respective areas. Page 76

Limitation of the study During the study period, the research team faced certain limitations. Particularly, the updated addresses of some of the entrepreneurs were not available. As such the latest addresses were collected either from other entrepreneurs or from the tenants/land lords of the house previously occupied by the entrepreneurs. Also profit related data of the entrepreneurs were also not available (may be for fear of income tax harassment). These facts compelled the study team to collect information through purposive sampling instead of simple random sampling that was earlier planned. The analysis is extremely based on the information provided by the respondents. Due to time constraints and some other limitations validity of the information could not be verified. Basic Findings of the Entrepreneurs It is generally argued that the contribution of the women to the development process is no way less important than that of men. But in general they form the FIFTH WORLD, i.e. the poorest of the poor and throughout history they had to face different forms of exploitation and oppression in all countries. This is more so in a developing nation like Bangladesh where society is expected to be controlled and dominant by patriarchal valued. The patriarchal concept recognizes the legitimacy of male domination over social resources, means of production and womens labor. Here men are perceived as ruling class and women as subject class and the ruling power of men originates from their proprietorship and control over the means of production. The state of the worlds women report 1985 shows that a woman in manufacturing industry earned only 73 cents every dollar earned by men. The situation is worse in Bangladesh. Here women earn 48% less than their male counter parts in agriculture and on average women earn Tk. 3/- for the same job for which men earn Tk. 10/- on average (Haque 1993). As per the statistics of 1989 there are about Two crore thirty lac and sixty thousand women labor in Bangladesh constituting half of the labor force. Society under values the work of a women do in the house so does it is under valued when applied outside of the world of employment. Social norms and practices in Bangladesh not only preclude womens access to suitable industrial work but also undercut their self-employment. In Bangladesh fewer women than men have scope for employment in places other than their own neighborhood or its immediate vicinity. The study evaluates the socio-economic condition of the existing entrepreneurs by collecting data about their age, marital status, educational qualification, income per month, family income etc. These information would help to identify their actual position and establishment as an entrepreneur in the family as well as in the society. Page 77

The study covers 34 districts in Bangladesh. So different types socio-cultural information has been gathered. Following sections would describe and analyze the data that has been collected in this sector so far. Products/services being offered by the entrepreneurs A wide range of products (both goods and services) is currently being produced and marketed by the entrepreneurs created by JMS. During the survey out of 782 respondents, 101 products/services are found as present business of JMS entrepreneurs all over the country. However, very few products/services are found to be common or mostly occupied. Given below is a ranking of mostly occupied products/services along with the districts where the products/services holds a major portion. Details product/service list is attached in Annexure-17. Mostly Common Products/services Rank Products/ services 1 Tailoring Percent occupie d 22.3 Where it is Major Dhaka, Manikgonj, Tangail, Gazipur, Narayangonj, Netrokona, Baairab, Commilla, Noakhali, Feni, Laxmipur, Bagerhat, Barisal, Perojpur, Rajshahi, Naugaon, Chapainawabgonj, Rangpur, Lalmonirhat Manikgonj, Savar, Netrokona, Rajbari, Khulna, Jhenidaha, Barguna, Jhalokathi, Chapainawabgonj, Sirajgonj, Kushtia, Chuadanga, Dinajpur, Chittagong Jamalpur, Bogra Madaripur, Barguna Savar, Maulavi Bazar

Poultry

17.5

3 4 5

Handicraft s Fishery Grocery Shop

7.7 6.1 4.7

As it is observed form the above table (Table-2.2.1) tailoring is a common business among the surveyed entrepreneurs and its rate of occupancy is 22.3%. Poultry is another flourishing sector, which is also very popular among the women entrepreneurs, and its rate of occupancy is also very close to tailoring i.e. 17.5%. The reason behind such high occupancy of these two businesses may be as they are very much home-based and the basic skills are almost innate to the women. Handicrafts, fishery, grocery shop- are also very popular among the women entrepreneurs. Besides, dairy farm, computer coaching/composing, beauty parlor, plain cloth also has got popularity among the women entrepreneurs. So, skill-development initiative Page 78

in these fields would be more appealing to the existing entrepreneurs. Upgrading training should emphasize much in these areas.

Nature and classification of business The businesses were classified into four major categories Trading- not involved directly with the production rather acts as intermediary. Agro-based production- production and processing of agricultural products and food processing Non-farm production - products where agricultural inputs are not used, e.g. garments. Services- not involved with production on any goods, e.g. beauty parlor. The table given below (Table-2.2.2) shows that urban production is the mostly common among the women entrepreneurs. Out of 782 respondents 51.7% women entrepreneurs hold this type of business. Which may mean that opportunities in the urban production are more clear/open to the entrepreneurs rather than trading, agro-based or service oriented businesses. It may also mean that the women are more accustomed in availing the common type of business rather than searching for hidden opportunities in other areas. Therefore, further skill development program should be designed in such a way that will enable the women entrepreneurs to grasp the hidden opportunities in other field and make best use of available opportunities in urban production. Types of business occupied by women entrepreneurs Types of Business Trading Agro-based Production Non-farm Production Percent Occupie d 23.2 11.8 51.7 Where it is found major Madaripur, Moulavibazar, Noakhali, Barguna, Jhalokathi, Bogra, Kushtia, Lalmonirhat Savar, Rajbari, Madaripur, Laxmipur Dhaka, Manikgonj, Tangail, Narayangonj, Jamalpur, Netrokona, Bhairab, Noakhali, Feni, Laxmipur, Khulna, Bagerhat, Jhenidaha, Barisal, Perojpur, Rajshahi, Chapainawabgonj, Page 79

Services

13.3

Naugaon, Sirajgonj, Gaibandha, Kushtia, Chuadanga, Ranpur, Dinajpur Gazipur, Comilla, Chittagong

N.B.: A detail table is given in Annexure-16.

Experience of entrepreneurs There is a great disparity between the highest and lowest age of experience among the women entrepreneurs surveyed (lowest 0.6 years, highest 38 years). However, average age of experience is 6.12 years and a standard deviation is found 4.62 years. Women entrepreneurs of Sirajgonj District seems much in advance in terms of their years of experience (lowest 3 years, highest 38 years). Women entrepreneurs of Khulna District are balanced in this respect (lowest 4 years, highest 12 years). Women entrepreneurs of Laxmipur seems much poor in this respect (lowest 1 years, highest 2.5 years). Longer experience represents her stickiness to the business that is important for further business growth. On the other hand comparatively less experienced and younger entrepreneurs has the enthusiasm and sprit to learn and as it is fund in the table below their quantity is quite good. Therefore, a trade-off is needed to be made between these two issues in terms of experience so that selection of entrepreneurs covers the experienced as well as enthusiastic entrepreneurs. In this way JMS may consider a standard range of experience with minimum level 5 years and maximum of 15 years. A brief summary table (Table-2.2.3) is given below showing the percentage distribution of years of experiences basing on the range of experience. A detail table also attached in Annexure-17. Table- 2.2.3: Percentage distribution of years of experience Range or years 0 - 5 years 6 - 10 years 11 - 15 years 16 - 20 years 21 - 25 years 26 - 30 and above years Total Training Received Other than institutional training almost all the entrepreneurs have elementary background about the business what they are doing now. Page 80 Percentage within the range 57.9 31.4 7.1 2.6 0.6 0.6 100.0

Because, most of them inherited their family trade or the business that environment supports them to do, like- tailoring/sewing, handicraft, etc. Besides, many of them have got specific institutional training from BSCIC, Zubo Unnayan, Directorate of Livestock and NGOs active in the area. Problems Being Faced Along with many olther problems, shortage of working capital seems the most burning one. During the survey of 782 respondents, around 89% have expressed it as their emergency and significant problem. Shortage of equipment, inadequate technical knowledge, marketing problem, lack of counseling, lack of skill labor also sometime act as crucial problem. The problem of shortage of working capital has found in an expreme degree in all most all the districts. But it seems much crucial is Samar, Narayangonj, Khulna, Barguna and Jhenidaha, where all (100%) the respondents have expressed it as their emergency problem. Manikgonj, Tangail, Gazipur, Madaripur, Feni, Laxmipur also show nearly similar result. The other major problems have also found all most all the survey areas with a rather moderate degree. Problems being faced by the women entrepreneurs Sl. # 1 2 3 4 5 6 7 8 9 10 11 Types of Problem Shortage of working capital Shortage of equipments Old machinery Inadequate technical knowledge Disadvantaged location Tax/legal problem Marketing problem Misinformation Transportation problem Less quality of products Raw materials collection Degree of Problem (%) Emergenc Significan Insignifican No y t t problem 49.7 39.0 7.3 4.0 4.9 1.6 4.7 5.2 1.1 9.5 4.3 2.8 1.1 4.0 23.0 14.7 20.2 9.8 1.1 19.1 12.6 8.2 2.7 13.4 24.1 25.8 26.7 32.3 11.8 24.4 19.4 24.2 22.2 21.0 48.0 57.9 48.4 52.7 86.1 47.0 63.8 64.8 74.1 61.5 Page 81

12 13

Lack of counseling Lack of skilled labor

5.6 4.7

21.0 17.9

23.1 16.8

50.3 60.6

N.B.: Annexure-19 may be seen in this regard.

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The Training and its Effect The basic purpose of training is to increase the capabilities of participants to execute a job more effectively and efficiently. In most cases training program is conducted to provide the participants with new knowledge, and or up date knowledge, as well as provide tools or techniques that may help participants to apply this knowledge in practice. This knowledge may be new in the sense that it relates to areas that were previously unknown for the participants; it may be updated in the sense that it is refreshes existing knowledge or provide different approaches that help to execute a job in a better way. Training is not an ending process; rather it is a continuous process through which every person with an open mind can learn things in a very specific way. It has been expressed 36,000 women had received EDP training where as 1151 received leadership and management training. The study finds out the influence of this training and its positive impact on the entrepreneurs. Training Received by the Entrepreneurs The study covered 782 entrepreneurs in 34 districts. Table-2.4. a shows the participation of different training organized by JMS. Table 2.4 (a): Training Received by the Entrepreneurs S.I. # 1 2 3 4 Types of Training Entrepreneurship Development Training (EDP) Leadership and Management Training Refreshers Training Skill Development Training Training Training not received (%) received (%) 99.2 0.8 89.3 86.8 70.6 10.7 13.2 29.4

Table 2.4. a shows that among 782 entrepreneurs 99.2% received EDP training, 89.3% received Leadership and Management training, 86.8% received Refreshers training and 70.6% received Skill Development training. To get a clear idea the table can be seen in the following bar diagram-V.

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The most common businesses run by the entrepreneurs. Naturally for advanced skill development training these training would get the first preference. Except these, the participants also asked for other skill development training related to their business. Skill Development Training on: Food Catering Service Training Institute of Cyber Cafe for woman Vegetable farming Fashion Designing Cleaning system (Solid waste management) Dry fish processing Food processing Poultry feed processing Woman headed light engineering Imitation Jewelry Seashell processing Computer courses (MS DOS/MS Word/Excel, etc) Environment friendly shopping bag making Food catering Artificial flower making Flower cultivation Show room/sales center management Basic Accounting Salesmanship Batiks, Boutiques, Dyeing, Block, Tie Dye Iron Furniture Mat production Spices business Low cost packaging Childrens School (Kindergarten) Restaurant Service Paper packaging etc.

One thing has to be kept in mind that it is a general feelings of the entrepreneurs that advance skill development training and loan is prerequisite to be a successful entrepreneur. But often these techniques do not work. JMS could select some criteria to select to participants for their advance skill development training. Such as: The participants should attend the skill development training or other training provided by JMS. The profit margin should be higher. Return on loans should be positive. 100% presence in the group meeting (except unavoidable incidence) Performance in other training etc.

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