MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
Just for you! 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. 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. When it comes to the orchestration of strategy management, competences pertaining to being a strategist must be present at all times in a business development unit since this is an ongoing process that has its affiliation in business development. However, when it comes to specific business processes that require specialist knowledge, the business development unit may also draw on competences from outside the unit: from other people within the organisation or from its network of advisers. Examples of this include highly specialised market or product knowledge, jurisdictional or legal resources, accounting and financial specialists, etc. "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" The competence spectrum includes the tangible competences that are needed to know how to carry out the tasks. However, to be truly successful, business developers must do more than manage and carry out the tasks set out for them. BDM is also a human discipline that entails a focus on the people that are to adopt, implement and execute the strategy. This includes consideration of the way in which tasks are carried out. We call these the intangible competences which are often contingent on the personality of the person in question. One such competence is the ability to be creative and think beyond the boundaries of existing markets, products and the organisation. Being creative is indeed important, but it is not any kind of creativity that is appropriate for business developers. The ability to be creative is valuable when combined with an understanding of the business and an ability to critically analyse and evaluate alternatives. The point is not to come up with as many ideas for business development as possible but to come up with a few, valuable ideas. "The point is not to come up with as many ideas for business development as possible but to come up with a few, valuable ideas" 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.
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
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