Executive Development Programs in the Banking Sector in Bangladesh – A Study of Cases

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Topics: Management
Synopsis of Research Proposal for M. Phil Degree

Topic

Executive Development Programs in the Banking Sector in Bangladesh – A Study of Cases

Submitted to:
Dr. Faruq Ahmed

Department of Management Studies University of Dhaka

Submitted by:

Hazera Khatun

February 12, 2013
Dhaka, Bangladesh

Introduction:
Employees are the most important asset of any organization. Now-a-days, the main focus of all companies is to attract, develop and maintain an efficient and skilled workforce. Executive development plays a concrete role in any organization.
The banks in Bangladesh are putting their high concentration to train, develop and maintain an efficient work force. In this time of free market economy, all firms are competing with each other to minimize the cost of production and to create more values with the product and service they dealt with. A successful competing firm can do this job efficiently and can maximize its profit through skilled workforce. That’s why, all organizations give prime focus on executive development practices to cope with the standard of the rest of the world.

A substantial number of training and development methods are used in different institutes in Bangladesh. But all methods are not used in all organizations in totally.
The development methods vary from organization to organization. It depends on the organization’s culture, behavior and philosophy. The methods have similar types of functions all over the world. More or less, each and every organization uses these functions in the same way but in different patterns.

Objectives of the study:
Broad Objective: The broad objective of the study is to evaluate the executive development programs in the banking sector in Bangladesh.

Specific objective: The specific objectives of the study are :

a) To investigate the executive development programs of the Banks of Bangladesh.

b) To appraise the evaluation system of the executive



References: [1] Blake, R. R. (1995) Memories of HRD. Training and Development, pp. 22-28 [2] Busaya and Na Chiangmai, (1998) in McLean, G [3] Chalofsky, N. (1992) A unifying definition for the human resource development profession. [10] Harada, K. (1999) The changing Japanese human resource development system. Two models that enhance prediction and reflection of dynamic changes

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