After Nay wa Mitego received at central police in Dar-es-Salaam,lawyer Peter Kibatala have these to say.

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

C3. Guidelines for managing competences
To mature the business development unit professionally, start with the people. For talented and high-calibre individuals with a strong career motivation which characterises many business developers today, managing and developing both personal and professional skills is a vital point of succeeding with business development.
"If business development is there to stay, it is there to enter a structured professional development plan on par with all other organisational units within the organisation"
Depending on the role of the business development unit within the organisation, some competences will be more important than others. It is the role of the business development manager to co-ordinate and develop these competences so that the unit can solve its tasks successfully at all times. Developing business developers is an integrated task for the HR organisation, yet a completely overlooked area of responsibility for many HR organisations. But if business development is there to stay, it is there to enter a structured professional development plan on par with all other organisational units within the organisation. We believe the following guidelines can be used to more effectively manage the business development competences
•Revisit the purpose, role and areas of responsibility
‒clearly articulate the business development role and area of responsibility
•Map the unit's current competences using the competence spectrum
‒allow for a 1-5 scale to plot both professional and people skills
•Involve HR in constructing a professional development plan individual by individual
‒using the competence spectrum plot as a point of departure
•Build a compensation scheme that also rewards professional development
‒allow for inclusion of soft measures in bonus schemes and long-term career planning
•Follow up biannually on needed development points and corrective action
‒making the most of HR templates, tools and techniques

Besides "qualified creativity", the other intangible competences that are important in the discipline of BDM are
oAbility to be humble According to Professor Flemming Poulfelt, Copenhagen Business School: "Business development is too important to be left to business developers"
oAbility to navigate According to Professor Anders Drejer, Aarhus Business School, business developers must "accept and deal with the insecurity and unpredictability – there is no fixed agenda of business development"
oAbility to engage According to Professor Anders Drejer, Aarhus Business School: "The need to anticipate the context – the organisational, managerial, cultural and market context – and moving within and in between different contexts is pivotal to business developers"
oAbility to translate Peter Læssøe, Business Development Director, Nykredit, states that "business developers must be able to talk strategy so that everybody understands it and knows what to do"
oAbility to impact According to Nicolai Hesdorf, Arla Foods, business developers must be "empathetic tough nuts that are not afraid to state their opinion and speak up" As with the competence spectrum, it is important to stress that all business developers within a unit need not be excellent in all competences. However, when it comes to the intangible competences, the manager of the unit is an exception. As the face towards the management and the organisation, it is necessary that the manager acts as a role model and contains all these intangible competences or traits.
2. MANAGING BUSINESS DEVELOPMENT

Not all business developers must be excellent strategists, executioners and facilitators at the same time. Neither should they be specialists in project management only. Business developers must be knowledgeable of several disciplines and roles and while being proficient in them all, they must also know how to activate and make use of them through others.
2. MANAGING

C2. Competences in a BDM context
The range of competences necessary to carry out tasks varies according to the role that the business development unit fulfils in the organisation.

TAFADHALI SHARE HABARI HII KWA RAFIKI ZAKO HAPO CHINI ILI IWAFIKIE NA WENGINE PIA

Pig industry sustains livelihoods of many families in Kenya. Pig rearing has been one of wellestablishedindustry in Kenya following growing export markets and increasing number of health conscious consumers. Pig production if efficiently managed has great potentials for increasing protein supply in Kenya. Smallholder pig farms in Tharaka-Nithi County have been facing varying and dismal profits. The main objective of this study will be to establish which institutional arrangements and management factors affect the profit efficiency of small-holder pig farmers in Tharaka-Nithi County. A multi-stage purposive sampling technique will be adopted to collect cross sectional data of eighty (80) smallholder pig farmers in Maara Constituency by the use of semi-structured interview schedules. The work will employ Data Envelopment Analysis to come up with profit efficiency rankings among the farmers and stochastic frontier profit function will be used to analyze the factors that affect profit efficiency. The data will be processed using STATA and DEA Frontier packages. The findings could be useful to the stakeholders of the pig industry sub sector to formulate policies pertaining to pig enterprise inputs, marketing issues and financial products and also can establish benchmarks which can be used as a package for enhancing and stabilizing profit efficiencies of smallholder pig farmers which in turn could help improve the Kenya economy. An Overview of Livestock Sub-sector in Kenya Perspectives, Opportunities and Innovations for Market Access for Market Access for Pastoral Producers Recent statistics point that the livestock sub-sector in Kenya accounts for approximately 10% of the National Gross Domestic Product (GDP). This is 30% of the agricultural GDP. It employs about 50% of the national agricultural workforce and about 90% of the ASAL workforce. 95% of ASAL household income comes from this sub-sector. This is despite the fact that the sector receives only 1 % of the total annual budget allocation. The livestock resource base is estimated at 60 million units comprising of 29 million indigenous and exotic chicken, 10 million beef cattle, 3 million dairy and dairy crosses, 9 million goats, 7 million sheep, 0.8 mi camels, 0.52 mi donkeys and 0.3 million pigs. (Strategy for Revitalizing Agriculture (SRA) 2003) Kenya is broadly self-sufficient in most livestock products but is a net importer of red meat mostly inform of on-the-hoof animals trekked across the porous boundaries of neighbouring countries- Somalia, Ethiopia, Sudan, Uganda and Tanzania. Livestock supply in Kenya results from a complex set of interactions between Kenya and its neighbours and the traditional Middle East market and their respective livestock populations, demand and market prices. Kenya is part of a regional market where livestock flow according to markets and price differentials in a liberalized system throughout the region as a whole and where Nairobi represents a focus of demand for the region Supply of red-meat from domestic cattle, shoats and camels falls short of demand, and is almost permanently augmented by a traditional livestock trade drawn in from neighbouring countries, especially Somalia, Tanzania, Sudan and Ethiopia in varying quantities according to demand, which maintains a supply/demand [1.6MB]SIJAAMINI WEMA SEPETU ANACHOKIFAYA HAPO KWENYE HII VIDEO BOFYA UONE