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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
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Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
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</div>
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Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
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<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
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</div>
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Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
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<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
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Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society.
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts.
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
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<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
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</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
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<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
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<div>
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
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Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
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MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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Management Association of Nepal (MAN) is holding its 33rd National Management Convention and Annual General Meeting (AGM) today. The AGM will elect a new executive committee of the Association. The executive committee, in turn, will elect the new office bearers for the next two years. Established some 35 years ago, MAN claims to be the apex body of management professionals in Nepal. The Association also claims to have a strong membership base of over 2000 individuals and 250 institutions from different disciplines and sectors of the Nepali economy and society. </div>
<div>
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<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
<div>
</div>
<div>
Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
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</div>
<div>
Bureaucrats are bureaucrats and they remain so as long as they hold their government positions. We are not questioning their capabilities. But the true talent of many bureaucrats is seen only after they are retired; as long as they are serving, they cannot function to the fullest of their capacity as MAN leaders because of various reasons. For example, they cannot criticize the government or raise issues with the government as strongly as private sector managers can. Also, when it comes to management, the Nepali experience has shown that private sector managers are more efficient than the public sector managers or bureaucrats.</div>
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Therefore, manning the top management of MAN with the right men and women (read corporate sector managers and leaders) is the first and foremost challenge that MAN faces at present. MAN can never achieve the success or triumph it deserves without addressing this challenge first. In this context, the 33rd AGM of MAN should become a turning point. It should elect as many private sector managers and leaders as possible as its leaders.</div>
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MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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<div>
</div>
<div>
Ideally, almost all MAN members and its top leadership are supposed to be management professionals. However, going by the lists of persons elected in the executive committees of MAN so far, it appears that the Association is by and large dominated by existing and former bureaucrats. The presence of private sector managers in the top leadership of MAN is very low. This is really unfortunate. Going by the very name of the organization, it would be no exaggeration to say that MAN should have been led and moved forward by private sector managers who have proved to be better managers than their public sector counterparts. </div>
<div>
</div>
<div>
Similar organizations in other countries are led by the corporate people or private sector managers. Two examples of such organizations with whom MAN has close links are the American Management Association (AMA) and All India Management Association (AIMA). The management teams or office bearers of Both AMA and AIMA are all representatives of the American and Indian corporate sector, respectively. But this is not the case with MAN.</div>
<div>
</div>
<div>
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<div>
</div>
<div>
MAN is an organization with immense potential. It can become as strong as organizations like the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and Confederation of Nepalese Industries (CNI). But MAN has not been able to become so because of the weak presence of the corporate sector in its leadership. Therefore, the Nepali corporate sector, on its part, should come forward to hold the reins of MAN and steer it to the right direction.</div>',
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