Why management development pdf

Indirectly interactive forces Macro environment The second type of external environment is the indirectly interactive forces. These forces include socio-cultural, political and legal, technological, economic, and global influences. For example, a company that relies heavily on technology will be more affected by software updates than a company that uses just one computer.

Although, some what removed, indirect forces are still important to the interactive nature of an organization. The socio-cultural dimension is especially important because it determines the goods, services, and standards that society values.

The socio-cultural force includes the demographics and values of a particular customer base. Demographics are measures of the various characteristics of the people and social groups who make up a society. Age, gender, and income are examples of commonly used demographic characteristics.

Values refer to certain beliefs that people have about different forms of behavior or products. Changes in how a society values an item or a behavior can greatly affect a business. The political and legal dimensions of the external environment include regulatory parameters within which an organization must operate. Political parties create or influence laws, and business owners must abide by these laws.

Tax policies, trade regulations, and minimum wage legislation are just a few examples of political and legal issues that may affect the way an organization operates.

The technological dimension of the external environment impacts the scientific processes used in changing inputs resources, labor, money to outputs goods and services. The success of many organizations depends on how well they identify and respond to external technological changes. For example, one of the most significant technological dimensions of the last several decades has been the increasing availability and affordability of management information systems.

Through these systems, managers have access to information that can improve the way they operate and manage their businesses. The economic dimension reflects worldwide financial conditions. Certain economic conditions of special concern to organizations include interest rates, inflation, unemployment rates, gross national product, and the value of the U.

A favorable economic climate generally represents opportunities for growth in many industries, such as sales of clothing, jewelry, and new cars. But some businesses traditionally benefit in poor economic conditions.

The alcoholic beverage industry, for example, traditionally fares well during times of economic downturn. The global dimension of the environment refers to factors in other countries that affect organizations in another country.

Although the basic management functions of planning, organizing, staffing, leading, and controlling are the same whether a company operates domestically or internationally, managers encounter difficulties and risks on an international scale. Although some elements affect the organization as a whole, others affect only the manager. Traditional managers give explicit instructions to employees, while progressive managers empower employees to make many of their own decisions.

The following sections describe some of the elements that make up the internal environment. Organizational mission statements. It explains the overall purpose of the organization and includes the attributes that distinguish it from other organizations of its type.

This declaration should be a living, breathing document that provides information and inspiration for the members of the organization. But not all mission statements are effective. Effective mission statements lead to effective efforts. Company policies. Company policies are guidelines that govern how certain organizational situations are addressed. Just as colleges maintain policies about admittance, grade appeals, prerequisites, and waivers, companies establish policies to provide guidance to managers who must make decisions about circumstances that occur frequently within their organization.

Formal structures. The formal structure of an organization is the hierarchical arrangement of tasks and people. This structure determines how information flows within the organization, which departments are responsible for which activities, and where the decision-making power rests.

Some organizations use a chart to simplify the breakdown of its formal structure. Organizational cultures. Just as each reader of this book has a distinct personality, so does each organization. The culture of an organization distinguishes it from others and shapes the actions of its members. For example, many universities place high values on professors being published. If a faculty member is published in a professional journal, for example, his or her chances of receiving tenure may be enhanced.

The second component is heroes. A hero is an exemplary person who reflects the image, attitudes, or values of the organization and serves as a role model to other employees. A hero is sometimes the founder of the organization. Rites and rituals, the third component, are routines or ceremonies that the company uses to recognize high-performing employees. Awards banquets, company gatherings, and quarterly meetings can acknowledge distinguished employees for outstanding service. The honorees are meant to exemplify and inspire all employees of the company during the rest of the year.

This network, sometimes referred to as the company grapevine, carries the stories of both heroes and those who have failed. Organizational climates. The overall tone of the workplace and the morale of its workers are elements of daily climate. People are the paramount resource of all organizations. Managerial philosophies. The managerial philosophies have a subsequent effect on employee behaviour, leading to the self- fulfilling prophecy.

As a result, organizational philosophies and managerial philosophies need to be in harmony. Managerial leadership styles. Empowerment means delegating to subordinates decision-making authority, freedom, knowledge, autonomy, and skills.

Fortunately, most organizations and managers are making the move toward the active participation and teamwork that empowerment entails. In addition, response time may improve, because information and decisions need not be passed up and down the hierarchy. Empowering employees makes good sense because employees closest to the actual problem to be solved or the customer to be served can make the necessary decisions more easily than a supervisor or manager removed from the scene.

Adapting to Environments The role of a manager is to monitor and shape the internal and external environments and to anticipate changes and react quickly to them. Managers can monitor the environments through boundary spanning a process of gathering information about developments that could impact the future of the organization.

Managers can access information through a variety of sources: customer and supplier feedback; professional, trade, and government publications; industry associations; and personal contacts. Managers can also actively work to influence their external environments through lobbying, voting, and using the media to influence public opinion. Internal elements comprise the organization itself. Internal change arises from activities and decisions within the organization. Managers can gather information by conducting a thorough evaluation of the internal operations of the organization.

The purpose of this internal analysis is to identify the organizational assets, resources, skills, and processes that represent either strengths or weaknesses. Key areas to be assessed include the marketing, financial, research and development, production, and general management capabilities.

These areas are typically evaluated in terms of the extents to which they foster quality and support the competitive advantage sought by the organization. All outside factors that may affect an organization make up the external environment. This environment is further divided in to two parts.

These include directly interactive immediate and firsthand impact upon the organization- micro environments and indirectly interactive It has a secondary and more distant effect upon the organization-macro environments].

The manager has a role to monitor and shape the internal and external environments and to anticipate changes. Define environment 2. Distinguish between internal and external environment 3. Explain boundary spanning and compare it with the practice in your institution 4. In a group containing members select any NGO. Introduction Planning is the primary management function.

This chapter discuss about planning concepts, its importance, steps involved in planning, types of plan and decision making. Dear student you are advised relate each points to practical situation in your organization.

Please consult planning unit staff planners to understand the concepts and practices. Operational planning based on scope or breadth , Single use and Standing plans Based on repetitiveness.

Long range plans, Intermediate plans and Short range plans based on time. Planning 4. Definition and Nature of Planning Dear student, please define planning and compare your definition with the definition in this teaching material and other books if any Planning is the process of setting goals and choosing the means to achieve those goals. It is the processes of determining how the organization can get where it wants to go. It could be defined as the process through which managers determine goals and devise the means for utilizing resources to accomplish them.

Shortly, planning means preparing for tomorrow today. Moreover, planning as a key management function enables managers to decide answer six basic questions in regard to any intended activity. These are: 1. What is to be done? Goal 2. Who is to do it? People who perform the goal 3. When is to be done? Time frame 4. Where is to be done?

Place 5. How is to be done? How much? Planning is the primary management function. Planning occurs before organization, staffing, directing and controlling.

Planning provides direction and a common sense of purpose for the organization. It helps to determine the operational and how those operations will affect the organization before commitments are made. Planning is a continuous process.

Planning deals with the future, and the future by its nature is uncertain. Since the future events may not be exactly as predicted, then, plans do not acquire finality because revisions are needed to be made in responses to changes taking place in the environment internal and external environment 3.

Planning concerns all managers. Planning is the responsibility of all managers. However, the amount of time and span of plan vary by management level. Top-level managers are responsible for planning for relatively larger unit of the organization; devote a larger part of their time to planning, and the time span of their plans also tends to be larger than that of managers at lower levels.

Plans are arranged in hierarchy. Plans first set for the entire organization called the corporate plan. The corporate strategic plan provides framework for the formulation of divisional, departmental, and sectoral goals.

Planning is future oriented. All types of plans established by managers affect future effectiveness of the organization, as decisions made activities undertaken in the present continue to have their impact in to the future. Planning is antithesis of status quo. Planning is undertaken with the conscious purpose of attaining a position for the company that would not be accomplished otherwise.

Planning, therefore, implies change in organizational objectives, polices, producers, marketing strategies, and so forth.

However, planning itself is affected by unforeseen environmental changes. Flexibility- planning allows managers the opportunity to adjust the organization to the environment instead of merely to react to it.

Plans that are blue print should necessarily followed by action they should not be paper tigers. As occasion needs, plans need to be translated in to action. The elements of planning are: Objectives — specify future goals Actions- specify, preferred means to achieve objectives Resources - constraints on course of action.

Budgeting identifies the resources and resource limits. Implementation — assigning and directing personnel to carry out the plan. Importance of Planning Dear student, why do organizations do planning? Is planning a solution for everything? Without plans, manager cannot know how to organize people and resources effectively.

They may not even have a clear idea of what they need to organize. Without a plan they cannot lead with confidence or expect other to follow them. And without a plan, managers and their followers have little chance of achieving other goals or knowing when and where they stray from their path. More specifically, sound planning benefits managers because: 1 Planning establishes coordinated effort. It gives directions to management when everyone knows where the organization is going and what they are expected to contribute to achieve the objectives; there should be increased coordination, and teamwork.

Planning also clarifies the consequences of the actions management might take in response to change. They must smoothly and quickly adjust to changing conditions without seriously losing their effectiveness. A plan should not be ambiguous. Organizational objectives are the ends toward which organization activity is amid.

They are stamens that identify what the organization hopes to accomplish. Good organizational objectives should be specific, achievable, measurable, operational realistic and time targeted. Setting organizational objectivists is important for several reasons. First, people usually perform better when they have specific objective to achieve. Third, objectives link planning and control.

As products of the planning process, objectives specify in concrete terms what each unit and individual in an organization is to achieve. These objectives then become the standards against which actual performance can be compared and controlled.

If you do not know, ask planning unit. Compare your answers with the discussion in this teaching material or other books. The planning process indicates the major steps that are taken in planning. It involves a series of steps. The planning process consists of the following steps: 1.

Understanding of the existing situation. In preparing plan for their organization managers need to understand and have adequate knowledge about both the internal and external environment. Forecasting- since planning is deciding what is to be done in the future; managers need to obtain necessary information about what the future will look like. Establishing objectives. Organization objectives give direction to the major plans, which, by reflecting these objectives, define the objective of every major department.

Objectives specify the expected results, and indicate the end points of what is to be done, where the primary emphasis is to be placed, and what is to be accomplished by organizational network. Listing and considering the advantages and advantages and disadvantages each of possible course of action.

This step refers to selecting the course of action that has the most advantages and fewest disadvantages. This is the point at which the plan is adopted the real point of decision-making. Formulating derivative plan. When decision is made, planning is seldom complete, and a seventh step indicated. Derivative plans are almost invariably required to support the basic plan. Converting the activities in plan in to budget.

Estimating budget to carry out the plan. After the optimum alternative has been selected, the manager needs to develop an action plan to implement it. Once the plan is implemented, the manager must monitor the progress that is being made, evaluate the reported results, and make any modifications if necessary. Types of Plan Dear student, what types of plans exists in your organization? What are the defining features of each types plan? Classification of plans based on Scope or breadth Based on their scope or breadth plans can be classified into three categories: - 1.

Strategic planning 2. Tactical planning and 3. Operational planning A. Strategic Planning Strategic planning is the process through which manages determine the organizations basic mission and the set of means for archiving this mission. Strategic planning is prepared by top-level- executives by taking in to account internal environment strengths and weakness and external environment threat and opportunities.

It is a means of translating strategies in to short-term tactics. In other words, tactical planning refers to the process of action plans through which strategies are executed. It is most specific and detailed. It is made at the operational level and concerned with the day-to-day, week-to-week activities of the organization. Operational Planning is narrow in scope and short lived, usually a few months.

It is important to note that the three types of plans strategic, Tactical and operational interact each other. Strategic plans cannot be accomplished without the implementation of tactical and operational plans. Tactical and operational plan on the other hand, do not make sense if they are not coordinated through a broader strategic plan.

Managers, therefore have to ensure that there is a mutual interaction among them. Classification of plans based on Repetitiveness Based on repetitiveness plans can be classified in to two as 1 Single use and 2 Standing plans. The most common forms of single use plans found in organization are budget, Project and Program. Budget A budget is statement of expected results expressed in numerical terms. Budget is usually defined as financial plans for allocating resources to complete organizational activity.

It is also expressed in terms of labor hours, units of production, or machine-hours; or in any other numerically measurable term. It may deal with operations as the expense budget does; it may reflect capital outlays, as the capital expeditions budget does or it may show cash flow, as the cash budget does.

Project Projects are single use plans that are either smaller in scale than programs or part of a program. Though project is usually considered merely as a part of a general program, project in its self can be planned to fulfill distinct objectives. Generally, Project enables to breakdown a complex activity in to smaller and manageable activities. Program A program is plan that outlines a variety of interdependent activities that must be coordinated to achieve an objective.

A program contains all the activities necessary for achieving the objective, they clarity who is responsible for each activity, and they identity the order and timing for each activity. They involve complex activities necessary to carry out a given course of action. All the supporting programs projects of a main programs call for coordination and timing, since the failure of any part of this network of supporting means delay for the major program as well as unnecessary costs and loss of profits.

Standing plans Standing plans are those plans that can be used again and again. They are long-range plans. They are used over and over again to help guide the actions of the organization. Standing plan is a predetermined course of action under taken under specified circumstances. They enable top management to provide a clear guideline for middle and lower level management. Mission can also be defined as the purpose of existence of the organization. For example, the mission of business generally is the production and distribution of goods and service.

The purpose of a university is teaching and research. Objective goal Objective are statements of organization targets or the end results that administrator managers seek to achieve. They are the ends toward which activity of the organization is aimed. They represent not only the end point of planning but also the ends toward which other management functions organizing, setting, leading and controlling are aimed. Organizational objectives reflect management responsibilities and the position in the organizational structure.

At the top-level management, objectives are strategic and related to long-large planning issues, where as tactical and operational objectives are related to medium and short large plans respectively.

Strategies Strategies are ways and means to achieve the established objectives. Strategies are major course of action that the organizational plans to take in order to achieve objectives. They finish a framework for guiding thinking and action. It is important to notice that every objective must have at least one strategy. This means that management should at least have one stated course of action to accomplish every objective.

Polices While objectives refer what is to be done, polices focus on how organizational objectives will be achieved. Polices provide a general guideline to action. It is a framework for managers to follow in decision-making and handling problem situational. Polices define an area within which a decision is to be made and ensure that the decision will be consistent with, and contribute to an objective.

Polices are mainly prepared by top management. Polices should be clear and understandable, stable over time and communicated to everyone involved. They must also allow for some discretion. Otherwise, they would be rules. This does not mean also polices are limit less. Procedures Whereas polices are general framework to attain the organizational objectives, procedures are specific steps required to achieve goals. Procedures show chronological sequences of required action show sequence of activities.

They guides to action, rather than to thinking and they detail the exact manner in which certain activities must be accomplished. They are numerous at the lower level and help in the implementation of polices. Well-established procedures provide specific instructions in handling organizational operations. That is a method is more detailed. Rules A rule is a statement that tends to restrict actions or prescribe specific activities with no discretion.

In other words a rule is a specification for actions that must be taken, or must note be taken in particular circumstances.

They spell out specific required actions or no actions, allowing no discretion. They are usually the simplest type of plan. They are designed to be clear and unambiguous. Difference between Rules and procedure Rules do not specify a time sequence while procedures do Rules may or may not part of procedure Rules specify action must be taken or must not be taken while Procedures do not.

Classification of plans based on time All planning deals with the future and the future is measured in time. Hence, it is convenient and acceptable to think of different kinds of planning in terms of the time periods for which the planning is intended. We can classify plans into three based on time as: - 1. Long range plans 2. Intermediate plans and 3. It is concerned mainly with the future direction of the organization.

The time may range usually from years. Short Range planning Short range plans is not prepared separately. They are complementary of long-range plans. They constitute the steps toward the implementation of long-range plans. The period is generally is generally 1 year; sometimes it can go up to 2 years.

Intermediate —Range Planning Intermediate Range planning ranges between long and short range planning. Note: - What is long or what is short range cannot be generally defined. In most of the cases it depends on the size of the organization and the type of business. For example, for a wheat farmer it takes six months to harvest and this period can be considered as a short range.

But for mango farmer a harvest may take years and it can be taken as in short range. Decision- Making 4. Nature of decision making Decision-making is the process of defining problems, generating alternative solutions, choosing one alternative, and implementing it. It is a rational choice among alternatives. That is by its nature, decision-making involves a choice, and decision situations are choice situation. Although each of us makes decisions every day, it is particularly vital function of managers.

All managers make decisions constantly while performing the management functions planning Decision-making is an affair of the mind, an intellectual process. It consists of a sequence of steps starting with an input a problem and ending with an output action.

A problem is the deference between what is and what should be. In this sense, decision- making process is a system of inputs, processes and outputs. In other words, decision- making involves several steps that lead managers towards optimal solution. Hence, managers are required to solve organizational problems, which are caused by changing situations and unusual circumstances using the following rational decision making steps.

Define the objective: Define the objective is an integral part of the rational decision making process. Well-defined operational objectives would be essential in detecting and identifying problems to be solved by the decision maker. Recording the kind and nature of the problem that exists within an organization is the most important and difficult in decision-making process. It is essential to examine problems thoroughly, recognize symptoms and identify causes.

It is important to note that symptoms provide clues to existing or potential problems, and when they are diagnosed correctly, managers can correctly define the right problems to solve. Problem diagnoses sets the tone for the other steps in decision-making, it also determines the extent of its effectiveness.

Identification of alternative course of action. Decision-making situations are problem situations that involve choice, At this point managers need to look for, develop, and list as many possible alternatives choices which represent feasible courses of action courses of action for dealing with the problem at head. The purpose of this step is to decide on the alternative merits of each of the alternatives.

The process involves screening alternatives, examining the advantages of each course of action, and analyzing each alternative. These can be done by using appropriate method; sufficiency, feasibility and realism. Sufficiency- An alternative is viable if it is sufficient to solve the problem. Feasibility- many alternatives that are intuitively feasible turn out to be impossible given the organization resources constraints. Realism- An alternative may be feasible yet unrealistic.

An organization faces constraints that limit choices, and while an option may be feasible. It may not be realistic given the prerogatives of managers or some other limiting criteria. After assessing decision maker must make a decision that is optimal. The optimal choice will be one that generates that greatest the possible benefits with the fewest negative consequences. In other words managers must select the alternative that offers the fewest disadvantage and the most advantages.

Sometimes the optimal solution is a combination of the alternatives. The solution needs effective implementation to yield the desired results. Follow-up and evaluation controls are needed to guide actions toward desired results.

The system should provide feedback on how well the decision was implemented, what the results are positive or negative , and what adjustments are necessary to get the results that were wanted when the solution was chosen.

Effective managers use control and feed-back mechanisms not only to ensure results but also to provide information for future decisions.

There are two categories of decisions. These are programmed and non-programmed decisions. Programmed Decisions Programmed decisions are those that are made in predictable circumstances and have predictable results.

Results are predicable because similar decisions have often been made before under similar and recurring circumstances. When problems are of repetitive and routine nature, and developed and used to solve these problems each time they occur.

Programmed decisions are, therefore, based on policy, directives, procedures and rulers. Non- programmed Decision Non programmed decisions are those that are made in unique circumstances and often have unpredictable results.

While programmed decisions can be anticipated, non-programmed decisions must be dealt with as they occur. They require more time and effort and involve more uncertainty than programmed decisions.

They have been traditionally handled by general problem solving processes, judgment, intuition, and creativity. Modern management techniques for non-programmed decisions are much less developed than for programmed decisions. Top management focuses on non-programmed decisions; middle management handles mostly programmed decisions though non programmed decisions occasionally arises , and lower level management handles programmed decisions almost exclusively.

Decision making under different conditions Managers make dictions under their different conditions. These are: 1 Decision making under certainty. In this situation, the decision maker can calculate the precise outcome for each alternative. Here, the external conditions are identified adequately and very predictable. Decision making under certainty seldom occurs, however, because external conditions seldom are perfectly predictable and because it is impossible to try to account for all possible influences on any given outcome.

These are decision situations in which probabilities can be assigned to the expected outcomes of each alternative. In this situation, some ideas of the relative outcome are known. The probabilities are determined either objectively subjectively. Under a situation of uncertainty the decision maker has no knowledge concerning the probabilities associated with different possible outcomes.

In this condition, managers have only a meager data base, they do not know whether they or not the data are reliable, and they are very unsure whether or not situation may change. Moreover, they cannot evaluate the interaction of the different variables. Toward more effective decision-making. The followings are the major guidelines for making effective decision 1 Use information effectively.

Using information effectively is one way to reduce confusion and improve decisions because it is the quality of timely information that helps manages make good decisions.

Creating sound full working system and continuous improvement of the system is essential for effective decision-making. Empowerment means not only including employees in decision making, but also ensuring that they are given both the resources necessary to implement decisions and the responsibility for getting the job done. The main benefit of empowerment is improved cooperation, those who feel empowered are more likely to accept and understand origination decisions.

Decisions must be understood by those who carry them out as well as by those at higher echelons who must evaluate performance. Effective communication is crucial to gain acceptance. Communicating expectations for performance, detailing decisions, and explaining changes and adaptations are all essential for organization success.

Assuring timely and more accurate decision-making at critical points in operations consists basically of shifting authority downward. Pragmatic delegation suggests that mangers define who is best suited to make decisions on the basis of several criteria. People with experience in solving problems, who have access to information, and who are in the best position to implement decisions are the best candidates for decision making authority.

Chapter summary Planning is the process of setting goals and choosing the means to achieve those goals ends toward which organization activities are geared.

Planning establishes coordinated effort, reduce uncertainty, and reduce overlapping and wasteful resources and activities and standards that are to be used to facilitate control.

Operational planning. Decision-making is the process of defining problems, generating alternative solutions, choosing one alternative, and implementing it. The process of decision making includes Defining objective, identification of alternative course of action, analyzing the alternatives, making choice, implementing the solution and Follow-up and evaluating the decision.

Decision can be programmed and non-programmed decisions. It usually is made under different situations under Uncertainty, under Risk and under Certainty. To make more effective decision, one should use the information effectively, enhance systems for decision making, and empower those who must implement decision, communicate effectively and delegate pragmatically. There are numerous benefits of management development programs. The above are some of the major reasons why management development is important to all organizations — whether they be business organizations, non-profit making entities, or government agencies.

Is Password Fatigue Real? A Detailed Guide. Atman meaning soul for them the soul does not perish with the body.

One gets salvation moksha or mukti is attained when the soul is totally united with brahman to understand all this you have to know the reincarnation. Incarnation involves a life cycle meaning that it is a chain of existences. The chain of existences of this life cycle is called samsara and it is dependent upon karma this is a result of actions one performed in his or her life time meaning there is bad karma and good karma therefore samsara depend on karma, your next existence depends on your karma now the concept of karma explains why people are suffering now.

Politics: an act of running governmental affairs which also invlve collective decisions. Types or forms of decentralization Deconcentration: this means handing over some amount of responsibility or authority to the lower level of central government. Delegation: this is the transfer of authority or responsibility for a specific defined function. Devolution: this is the transfer of responsibility and authority by deciding which services they think are valued to them.

This is the inculcation instilling of values, norms and traditions as well as behaviors and attitude. These are given from the day a person is born and we continue with them until adult hood. Through this boys and girls learn a number of things such as to become acceptable man and woman. It includes how to behave, as well as roles and your position in the society. All this is given by the society Through socialization we have something called gender stereotypes, these are characters or acceptable ideas in the society and are transmitted from one generation to the next.

Example a woman cooks in the kitchen, takes care of the man or the husband. Woman have responsibility to take care of the family. Stages of socialization or gender socialization Primary socialization: these takes place immediately when someone is born and takes place at the house hold level, you find your parents behaving in a certain manner and you follow their behaviors.

Example in village young girls are taught to cook at early age and young boys would be playing football or fighting. Seconadary stage of socializtion: this takes place outside the house hold such as through religion in religious institutions, also school how you behave at school is different from how you behave at home, there are also clubs where they socialize differently from other places.

Also in movies such as cinemas. Adult socialization: this is the top level where by it requires some kind of professionalism, meaning it is the stage of decision making who do you want to be, what do you want to do in the future. Sometimes it may make you behave or believe in a way that you have never expected. Social construction of gender: this is a process where by a society socializes its people by giving them their responsibility, obligations and role right from the beginning.

We construct gender to realize his or her position from gender. Gender identity: you can identify someone and understand that person example on the way they dress. You realize your roles as a woman or as a man, knowing what you are supposed to do as a man or as a woman. They guide people to follow those activities which go according to their sex, so they will adapt and adopt attitudes roles, values and activities which only go with their biological sexes.

Women and men will be performing different functions within the society although these functions could be interchanged although the society will not allow that. Also women and men have different access and control of resources example women would stay home and get married man would study their way up. Example we have fewer women on the top positions of the government Agents or institutions of socialization or social construction of gender - House hold: it socially constructs you - Community: it expands things that you get from home and also sometimes changes.

Example the masai - They are strict on how men and women should behave. Example the army they have their own dressing code - They make people to base in culture. But it can also change according to the situation. Gender equality and gender equity Equality: this is the principal that all people irrespective of their sexes, ethnicity or tribe or race, culture , economic and political position and class are considered equally before the law.

All people are equal before the law. This is important because we should not say that men and women are the same but they are considered equal before the law as well as they are considered to have equal rights. M Gender equality: principal that both men and women have equal opportunity equal rights to access resources, ownership and control of resources. Example they have equal opportunity 1 In decision making 2 Participate in meetings 3 Participate in different opportunity There is no discrimination on the basis of sex in the allocation of roles, resources, rights, privileges and services all are given equal chances.

NB: but this is an ideal situation, there is no society in the world where there is concrete gender equality. Therefore gender equality aims at bringing equality on the basis of economic and social progress or development, also does not mean that we have equal number of men and women in different positions here we are talking about life chances and opportunity. It includes the rights of men and women to be different. Gender equity: this is the principal of being fair, just and of being right in the allocation and distribution of resources, benefits, roles and privileges and different responsibility and obligations as well as opportunities in all spheres and at all stages and to all people.

This concept is a step towards gender equality , by giving them some kind of chances or opportunities to come in. Advantages a More women will be in different positions in decision making and access resources b The women will be heard c Women may even become better Gender mainstreaming This is a process and a strategy of making the concerns of both men and women a central part integral part of the design, implementation and evaluation of policies at all levels of development so that both men and women get advantage and are not exploited.

Meaning when you are designing any program or project then the interest of both men and women should be taken into consideration. You institutionalize the interest of both men and women in the projects that we design. Example in colleges or different institutions Requirements for gender mainstreaming to be success Political will: there should be support from political leaders so as to succeed in different projects and plans Institutional gender policy: so that even if there is no leadership and another leader comes in you will still have the mandate so the project continues because the policies are still there.

Gender knowledge: mainstreaming particularly for those people who will be running the program of the gender Gender frame work should be there so that you can know here will this gender stand on, and are the people of the institution ready to have it. Gender unit: or coordinating unit that will over see or regulate all the gender activities within the institution. Research unit: this unit will be able to track down ways of finding out the progress that you have made and how to change whenever there is a problem Disaggregated data on gender and sex: knowing biologically how many women you have and how many men.

Gender sensitive monitoring and evaluation indicators: these will give you how much progress you have made and how much you will make. This means that the environment consists of a number of things one is the elements which are found in the land meaning mineral resources, air, water but as well as human beings and their activities are apart of the environment.

It can help in development or under development this is what we call dialectical relationship we can gain and loose from the environment and vice versa. Degradation of the environment meaning it has been destroyed Aspects that indicate that the environment is being destroyed or is degraded a Serious soil erosion b Water and air pollution taking place c Lost of soil fertility d Increase of desertification example in mountain kilimanjaro the ice is going away.

This crisis is almost in all africa that areas areas becoming desertificated. It means that there is over cultivation. You are decreasing forests which are both natural and also those which are planted. Bad family practices, due this there is over grazing and as well as over cultivation. There is intensive grazing when they graze in one area so the soil itself dies because it is over grazed. Because of bush fires people burn bushes which is a cause of serious destruction of the environment There is deforestation, people cut down trees for either domestic or commercial purposes.

Trees are cut down and exported abroad. This is because people are greedy for money in the part of the traders but there is also corruption of different leaders in different levels. Annually there is 0. Industrialization , science and technology has also been a cause for destruction of environment.