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31st August, 2008

The course Teacher,


Tahmina Ferdous,
ASA University Bangladesh.

Sub: Assignment of management practice on ADB (Asian Development Bank)

Sir,
I would like to inform you that you have given us an assignment of Principles of
Management. I have collected relevant information on ADB and have completed
the assignment properly.

I, therefore, hope that you would be kind enough to grant our assignment and
oblige thereby.

Yours obediently
Md. Abdulla All Shafi
Batch & Section : 4D
Roll: 082-12-0131.
Mobile: 01914840103.
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Acknowledgement

Firstly Iwould like to thank our honorable course teacher Tahmina Ferdous for her co-
ordination and supervision of giving this assignment. Special recognition also goes to
ASA University for conducting this chance to submit this assignment.

I also would like to thank all the staff and branch manager of ADB for their valuable
suggestion and prospects.

Finally, I would like to thank Almighty Allah.


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Table of contents

1. Executive summary

2. Chapter 1- Introduction

3. Chapter 2- Management

4. Chapter 3- ASIAN DEVELOPMENT BANK (ADB)

5. Chapter 4- Management practice in ADB

6. Chapter 5- Problems & Solution

7. Conclusion

8.Appendix
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Executive Summary:

The Asian Development Bank (ADB) celebrates 41 years of fruitful cooperation with the
governments and peoples of the Asia and Pacific region in 2010. Opening in late 1966 in
Asia, ADB helped its developing member countries (DMCs) progress from what were
then largely agricultural economics.

ADB’s vision is a region free of poverty. Its mission is to help its DMCs reduce poverty
and improve the quality of life of their citizens. ADB’s main instruments for helping its
DMCs are policy dialogue, loans, equity, investments, guarantees, grants, and technical
assistance. ADB lends to governments and to public and private enterprises in its DMCs.

ADB’s operations are diverse, covering, agriculture and natural resources; education;
energy; finance; health, nutrition, and social protection; industry and trade; law, economic
management, public policy; transport and communications; and water supply, sanitation,
and waste management.

During 2008-2010 ADB’s public sector lending program comprises 15 firm projects
amounting to about $1.8 billion. The TA program for 2008-2010 consists of 23 TAs with
an annual allocation of about $5 million in grant funding. The 2008-2010 lending pipeline
includes projects and programs in the agriculture and water resource management,
education, energy, transport, urban infrastructure and water supply & sanitation.

During the 1990s, income poverty fell from 59% to 50%, infant mortality was halved &
life expectancy increased from 50 to 65 years. Over the past five years, average economic
growth exceed 5% & poverty incidence continued to decline. The vast majority of
children attend primary school gender parity has been achieved in primary & secondary
education with a committed Government policy for girls education. Although the overall
governance setting a marked by poor law & order, systematic corruption & declining
quality of the civil service, several positive aspects of governance explain Bangladesh’s
success in accelerating growth & poverty reduction.
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Chapter-1
6

INTRODUCTION

1.1 Origin of the study

This assignment will help us to understand about the management study of a company
and also will help us to read the management book we can easily understand the whole
management process. We can also apply the theory, method, planning, strategy, model of
management. Through the study we can enhance and increase our knowledge of
management. We can maintain the managerial works easily.

1.2 Objective of the study

The objectives are given below:


 Understanding the main idea of ADB
 Gathering the huge knowledge.
 Having some ideas about management.
 Clustering the process into a specific goal
 Setting the management process.
 Helping the other managerial steps.

1.3 Mythology of the study

There are two mythology of the study.

1. Primary source:
 Prospects of TV
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 Manager’s opinion
 Website
 Directly conversation

2. Secondary source:
 Teacher’s opinion
 Expert’s opinion
 Student’s opinion
 Instruments department
1.4 Limitation of the study

Every study has some limitation. We have found some limitations.

 Lack of ideas
 Lack of study topic
 Lack of books and website’s information
 Lack of confidentiality among the managers.
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Chapter-2
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What is management?

Simply speaking, management is what managers do. But that simple statement doesn’t
tell us much does it? A more through explanation is that management is coordinating
work activities so that they are completed efficiently and effectively with and through
other people. We already know that coordinating the work of others is what distinguishes
a managerial position from a non managerial one. However, this doesn’t mean that
managers can do what they want anytime, anywhere, or in any way. Instead, management
involves the efficient and effective completion of organizational work activities, or at
least that’s what managers aspire to do.

Management can be defined as a set of activities (including planning, and decision


making, organizing, staffing, directing and controlling) directed at an organization’s
resources (human, financial, physical and information) with the aim of achieving
organizational goals in an efficient and effective manner.
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Chapter-3
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What do we mean by ADB?

The Asian Development Bank (ADB) is a finance institution established in 1966


to foster economic and social progress of its developing members countries (DMCs) in
the Asia and pacific region (the region).As of 31 December 2004,ADB had 63 member
countries, of which 45 are form the region ADB’s headquarters is in Manila, Philippines.

ADB’s primary objective is to reduce poverty in the region by promoting pro-poor


and sustainable economic growth, social development, and good governance. Key
activities on ADB’s development agenda thus include fostering economic growth,
promoting human development in all its dimensions, mainstreaming women in the
development process, protecting in the environment, strengthening the private sector,
encouraging good governance, and facilitating regional cooperation.

ADB uses two types of financial resources to finance its lending operations: (1)
ordinary capital resources (OCR) and (2) resources form the Asian Development Fund
(ADF).The OCR include capital subscribed by member governments; funds rose from the
international financial markets, and accumulated retained income. The ADF resources
comprise voluntary contributions from member countries. About 737 of ADB’s lending
are from the OCR. The OCR loans are nonconcessional and usually extended for 15-25
years. OCR loans are generally made to DMC’s that have attained a relatively higher
level of economic development. Loans from the ADF are extended to lower-income
countries on confessionals term and are usually for 24-32 years.

In addition to the ADF, ADB managers other special Funds such as the Technical
Assistance special Fund, the Japan special Fund, and the ADB Institute Special Fund. It
also managers the Japan scholarship program, Japan Fund for Information and
Communication Technology, and grant funds provided by bilateral and multilateral
development partners to support technical assistance and soft components of lone.
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ADB has a triple-A rating and typically raises about $ 4-5 billion a year from
International finance markets. To support its public and private sector operation ADB
Actively mobilizes financial resources trough co-financing from official and commercial
Sources, including commercial bank institutional investors, and export credit agencies.

Technical assistance activities funded mainly through grants-help maximize


ADB’s development impact. Most technical assistance grants are used for preparing
project reform, fiscal strengthening, good governance, capacity building, and natural
resource management.

To support the private sector, ADB participates in financing private sector projects
through direct loans, equity investments, and the provision of credit enhancement to
facilitate commercial co financing. ADB also assists governments through policy
dialogue, technical assistance and program lending to create an enabling environment for
private sector development.

Bangladesh joined the ADB in 1973 and become one of the largest borrowers of
ADB’s concessionary Asian Development Fund resources. As of 31 December 2005
cumulative public sector lending was $8.04 billons for 148 projects and technical
assistance amounted to $165.24 millions for 312 projects.
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Chapter-4
14

Management practice in Asian Development Bank

ADB practice five steps of management. They are---


 Planning
 Organizing
 Staffing
 Leading
 Controlling

Planning

Planning is the process of coping with uncertainty by formulating future courses of action
to achieve specified results.
According to W.H. Newman, “Planning is deciding in advance what is to be done. That is
a plan is a projected course of action”.

So mat last we can say that planning is the process of decision making on any phase of
organized activities.
Now we discuses planning of ADB (Asian Development Bank).

1. Poverty and Human Development.


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Bangladesh has made impressive progress in reducing poverty and fostering human
development over the past 15 years. The incidence of poverty declined to 40% in 2005
from 48.9% in 2000, a reduction of 1.8% annually compared with 1% annually in the
preceding decade. The decline in the poverty was fueled by higher gross domestic product
(GDP) growth and a steady rise in the access of the poor to micro credit, in worker’s
remittances, and in social service. If the current trends continue, poverty will decline to
22% by 2015. Good progress has also been made in several other Millennium
Development Goals (MDGs) .Over the past 15 years, under-five morality has been cut in
half, life expectancy has risen from 56 to 66 years, and the percentage of underweight
children under 5 years of age has declined from 66% to 48%. The majority of children
now attend primary school, and gender parity has been achieved in primary and
secondary education under a committed government policy for educating girls.

2. Economic Growth and Macroeconomic Policy.

GDP growth steadily improved to over 6 % annually in the past 5 years, up from
4.8% in 1990s. Although income inequality increased, the poor benefited from economic
growth as both rural and urban poverty declined. The stable macroeconomic environment
and measures to open up the economy resulted in robust growth in exports that generated
substantial employment opportunities especially in the garment sector. Macroeconomic
stability, strengthened banking operations, and open labor markets contributed to a
significant rise in operations, which reached 9 % of GDP by fiscal year (FY) 2008. These
remittances have fueled a boom in construction and strong growth in services. In recent
years, macroeconomic stability has been broadly maintained within the thresholds of the
macroeconomic framework agreed with the International Monetary Fund (IMF). Well
coordinated fiscal, monetary, and exchange rate policies supported strong economic
activities and aided poverty reducing despite higher international fuel and commodity
price. Monetary police supported sustainable higher economic growth while maintaining
price stability and adjustment to internal and external stocks. Although the fiscal deficit
reminder at a sustainable level, revenue collection at 10.6% of GDA for FY2008 remains
low compared with other countries in the region and needs to a substantially increased to
support the expendable needed for public infrastructure and human resource
development. Bangladesh has significantly liberalized its trade regime through
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progressively reducing tariff barriers. In governance, the Anti-Corruption Commission is


operational, and prosecution of corruption has also significantly improved.

03. Development Challenge

Despite progress achieved, Bangladesh’s development challenges remain segment.


Improving social services, upgrading infrastructure, raising revenue collection, and
improving governance remain priorities of the national development agenda. About 60
million people still live in poverty, two thirds of them in extreme poverty. Although
improving, adult literacy remains low. Maternal and child mortality rates are still high.
The quality of education poor and gender discrimination continues. Government revenues
remain far too low to meet the growing demand for infrastructure and social services.

4. Agriculture and Rural Development.

Northwest Crop Diversification project (NCDP) approved in 2000 is raising farms output
and simulating the economy of this relatively less-development region by tapping the
enormous potential of high value crop (HVC) production and agribusiness. The project
promotes disseminating appropriate modern technologies for HVC production and
processing, diversifying agricultural production into non-rice HVCs (such as vegetables,
spices, fruits, pulses, and maize), and providing marketing assistance. NCDP has a strong
focus on economically and socially empowering poor women. Major accomplishments
include forming over 10,000 beneficiary groups of 186,500 poor farmers, and extending
credit to 110,000 farmers with a repayment rate of nearly 100%. In all, 43000 hectares of
lend have been planted with HVCs, and 77 rural markets throughout the project area are
being upgraded.
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5. Education.

ADB’s support for primary and secondary education focuses on the quality and relevance
of education through policy reform, institutional and organizational strengthening, and
capacity building. In primary education, ADB is taking the lead among development
partners to support the Government’s $1.8 billion Second Primary Education
Development Program under a sector-wide approach (see box). Through the Secondary
Education Sector Improvement project (SESIP) approved in 1990, ADB helped the
Government to strengthen education management systems and capacities by focusing on
(1) policy support and strategic planning, (2) decentralizing management, (3) developing
performance-based management systems, and (4) reviewing curriculum. The project
established the foundation for strengthening school management and supervision.

6. Health.

The Urban Primary Health Care Project (UPHCP) is a pioneering, large-scale project for
improving the delivery of primary health care services in urban areas. UPHCP supports
contracting services to NGOs in geographically defined partnership areas covering
200,000 to 300,000 people. After the successful completion of UPHCP-I in early 2005,
ADB approved UPHCP-II in May 2005. UPHCP-II is co financed by the Department for
International Development of the United Kingdom (DfID), the Swedish International
Development Agency, and the United Nations Fund for Population Activities (UNFPA),
and Orbits, reflecting an overwhelming endorsement of the model. The project design
builds on the strong and tasted features of UPHCP-I with a marked focus on targeting the
poor (at least 30% of all services must be for poor households) for interventions related to
HIV/AIDS, sexually transmitted infections, and reproductive tract infections. An ADF ix
grant on HIV/AIDS others communicable diseases made it possible for ADB to build
sufficient incentives in UPHCP-II to undertake an effective HIV/AIDS preventive
program.

7. Urban Governance.
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A $60 million loan was approved in 2002 for the Urban Governance and Infrastructure
Improvement Project to support a range of investments in 30 (initially 22) of the 110
pourashavas (municipalities) in Bangladesh. The project adopted a performance-based
approach in which participating municipalities are accountable for their performance in
implementing action programs for better urban governance. It integrates a number of
components specifically targeting poverty, such as slum development and special
activities in education and health.

8. Flood Damage Rehabilitation.

Bangladesh is the delta of several of South Asia’s largest river systems and is frequently
inundated, which causes considerable damage on infrastructure and crops, and immense
human suffering. To date, ADB has provided emergency assistance through nine loans for
damage rehabilitation and for restoring economic activities. The Emergency Flood
Damage Rehabilitation Project was approved in early 2005 to minimize the devastating
impact of the severe floods in mid-2004 that inundated about 38% of the country.

ADB plans some others planning.

 Managing for Development Results.


 Use of Country system.
 Co-financing.
 Transport
 Construction
 Power for development
 Gas visible
 Water resources management
 Private sectors development
 Telecommunications development
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Organization

The highest decision making tier at ADB is its Board of Governors, to


which each of ADB's 67 members nominate one Governor and an
Alternate Governor to represent them. The Board of Governors meets
formally once a year at an Annual Meeting held in a member country.

The Governors' day to day responsibilities are largely delegated to the


12-person Board of Directors, which performs its duties full time at
ADB's HQ in Manila.

The ADB President, under the Board's direction, conducts the business
of ADB. The President is elected by the Board of Governors for a term
of five years and may be reelected. Read more about ADB's
Management.
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Strafing

Established in 1982, BRM's primary responsibilities include:

• Initiate and maintain dialogue with the Government of


Bangladesh (GOB) on issues that are of relevance to ADB
operations in the country
• Strengthen project processing and portfolio management
• Prepare the country partnership strategy and its annual updates
• Strengthen working relations with the Government of
Bangladesh, development partners, NGOs, civil society, and the
private sector
• Plan and prepare ADB's substantive economic and sector work
for Bangladesh
• Promote external relations and disseminate information about
ADB and its operations

Country Director's Office:

Hua Du M. Easin
Country Director Executive Assistant
email: huadu@adb.org email: measin@adb.org

Country Programming, Results Management, Gender & Development,


Governance and External Relations:
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M. Zahid Hossain Ferdousi Sultana Begum


Head, Country Programming Social Development & Gender Officer
email: mzhossain@adb.org email: fsultana@adb.org
Firoz Ahmed Javed Hossain
Head, Governance Assistant Programs & Operations Analyst
email: firozahmed@adb.org email: jhossain@adb.org
Gobinda Bar Urmee Bhattacharjee
Head, External Relations Administrative Assistant
email: gbar@adb.org email: ubhattacharjee@adb.org

Economics Unit:

Rezaul Karim Khan Barun Kumar Dey


Head, Economics Unit Assistant Economics Analyst
email: rkkhan@adb.org email: barundey@adb.org
Saquib Anwar Ruby Boidya
Economist Administrative Assistant
email: sanwar@adb.org email: rboidya@adb.org

Project Management Unit (PMU):

Nurul Huda Ahmed Faruque


Deputy Country Director; Sr. Project Implementation Officer
Head, PMU (Transport)
email: nhuda@adb.org email: afaruque@adb.org
M. Rafiqul Islam Rosy Ahmed
Project Implementation Officer Administrative Assistant
(Integrated Urban Development) email: rosyahmed@adb.org
email: mrislam@adb.org

Stefan Ekelund Arun K. Saha


Head, Transport Project Implementation Officer
email: sekelund@adb.org (Agriculture)
email: asaha@adb.org
Zahir Uddin Ahmad M.M Zillur Rahman
Project Implementation Officer Financial Management Officer
(Environment & Natural Resources) email: zrahman@adb.org
email: zahmad@adb.org

AKM Firoz Ratna Juliana Chowdhury


Procurement Officer Administrative Assistant
email: akfiroz@adb.org email: rjchowdhury@adb.org
Brajesh Panth Jamal Mahmood
Manager, PEDP II Head, Social Infrastructure
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email: bpanth@adb.org (Education & Urban Health)


email: jmahmood@adb.org
Rahman Murshed Sardar M. Shaheedullah
Project Implementation Officer (Energy) Senior Administrative Assistant
email: rmurshed@adb.org email: susardar@adb.org

Project Analysts:

Liaquat Ali Khan M. Nazmul Alam


Assistant Project Analyst Assistant Project Analyst
email: mlakhan@adb.org email: nalam@adb.org
M. Nazrul Islam Gulfam-e-Jannat
Assistant Project Analyst Assistant Project Analyst
email: nislam@adb.org email:gejannat@adb.org

Disbursement:

M.A. Ahad Md. Mahmudul Huq


Head, Disbursement Senior Disbursement Assistant
email: mahad@adb.org email: mhuq@adb.org
Syed Alauddin M.K. Barua
Assistant Disbursement Analyst Senior Administrative Assistant
email: salauddin@adb.org email: mbarua@adb.org

Administration/Finance:

M. Enamul Aziz S.A. Rahman


Head, Administration Head, Finance
email: maziz@adb.org email: sarahman@adb.org
John D. Rozario Alamgir Akanda
Assistant Finance/Operations Coordinator IT Coordinator
email: jrozario@adb.org email: aalamgir@adb.org
Maruf Hossain N.R. Parvez
Administrative Coordinator Administrative Assistant
email: mhossain@adb.org email: nrparvez@adb.org

Reception/Telephone Assistant:

Mahmuda Begum
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Receptionist
email: mbegum@adb.org

Leading

All ADB funded projects are evaluated to assess their development effectiveness. There

are two levels of evaluation--- self- evaluation & independent evaluation. All projects are

self-evaluated by the relevant ADB operations department in project completion reports,

which are publicly disclosed & are available on ADB’s website.

Clients are motivated to prepare their own project completion reports. ADB’s Operations

Evaluation Department (OED) evaluates a proportion of completed project of stuff. All

OED reports are publicly disclosed although some evaluations of private sector

operations are edited to project commercially confidential information. Evaluation is

carried out to facilitate learning from past success and failures, and for reasons of

accountability. The group leader leads the bank through the activities of their stuffs,

clients, managers, laborers by motivation on the above steps.


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Controlling

Robust monitoring and evaluation systems are required to track progress and
assess NPRS and CSP implementation, and to actively manage ADB assistance to
Bangladesh. In applying these systems, ADB will harmonize its efforts with those of the
government, and of other DPs and stakeholders, to use existing national systems to the
greatest extent possible, and to build capacity to generate and utilize the information
required for accurate and timely decision making.

The NPRS envisions a well-functioning poverty monitoring and evaluation system


built on a systematic approach using existing data collection instruments through using
information to assess progress and adjust actions, drawing on civil society organizations
and academia to generate independent analysis of government policies and sharing
information with those responsible for and affected by government initiatives. The
national poverty focal point at the general economics division (GED) under the planning
commission will coordinate poverty monitoring and evaluation together with the IMED
and will draw on a combination of government reporting, and information generated by
civil society organizations, including independent research institutes.

To operation the contemplated monitoring and evaluation framework, GED’s


institutional capacity will be strengthened by mobilizing skilled technical staff and
developing an effective management information system. Functional links will be
established between GED and the IMED to provide GED staff with a sense of project
activities and results tot facilitate interpretation of linkages between project interventions
and development outcomes. Links will be developed between GED’s management
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information system and the databases of the Bangladesh Bureau of statistics, Bangladesh
Bank, and the line ministries.

Capacity of the Bangladesh Bureau of statistics will be strengthened with


functional integration with Bangladesh and civil society organizations will also be needed
to facilities participatory monitoring of NPRS implementation. ADB in cooperation with
other DPs is assisting GED in establishing and institutional and coordination framework
for poverty monitoring and evaluation, developing a participatory poverty monitoring
mechanism, and devising suitable means for engaging civil society organizations in
poverty monitoring.

CSP monitoring will be a part of the overall monitoring of NPRS implementation.


To do so, ADB will make use of, and assist in building the capacity of the government’s
existing monitoring and evaluation systems. In addition, CSP monitoring will be fully
integrated with efforts to assess the performance of external assistance provided by other
DPs. A process of jointly monitoring and managing for results, together with government
and the other DPs will help to maintain the momentum and spirit of harmonization and
alignment to support poverty reduction in Bangladesh.
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CHAPTER-5
28

Problems

Some problems on ADB’s management are given below:

 Lack of branch of ADB.


 Lack of expert employer.
 Lack of proper management.
 Lack of connection with others.
 Lack of suitable location from where they can control their works easily and
swiftly.
 Lack of co-ordination among workers.
 Lack of capital.

Solution

ADB can solve their problems by the given solutions listed below:

 Opening a lot of branches both for the main branch and sub-branches.
 Motivating the stuffs.
 Giving more training and proper skilled trainer to develop working levels of
the workers.
 Borrowing money from other bank for investing in development projects.
 Forming a huge capital from outer sources.
29

 Giving prices for best workers of the year.

Conclusion

During the last decade, Bangladesh’s economic & social development achievements have
been impressive. Gross domestic product (GDP) growth averaged 5% per annum with
fiscal & current account imbalances contained at manageable levels, low rates of
inflation, sustainable public debt & stable interest & exchange rates. During the 1990s,
income poverty fell from 59% to 50%, infant mortality was halved & life expectancy
increased from 50 to 65 years. Over the past five years, average economic growth exceed
5% & poverty incidence continued to decline. The vast majority of children attend
primary school gender parity has been achieved in primary & secondary education with a
committed Government policy for girls education. Although the overall governance
setting a marked by poor law & order, systematic corruption & declining quality of the
civil service, several positive aspects of governance explain Bangladesh’s success in
accelerating growth & poverty reduction. During 2008-2010 ADB’s public sector lending
program comprises 15 firm projects amounting to about $1.8 billion. The TA program for
2008-2010 consists of 23 TAs with an annual allocation of about $5 million in grant
funding. The 2008-2010 lending pipeline includes projects and programs in the
agriculture and water resource management, education, energy, transport, urban
infrastructure and water supply & sanitation.
30

----------The End----------

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