Pages

Thursday, September 2, 2010

Career Development Process

Introduction

Career Development is a “continuous lifelong process of developmental experiences that focuses on seeking, obtaining and processing information about self, occupational and educational alternatives, life styles and role options”. Put another way, career development is the process through which people come to understand them as they relate to the world of work and their role in it.

This career development process is where an individual fashions a work identity. In America, we are what we do, thus it becomes a person’s identity. It is imperative when educating our young people that our school systems assist and consider the significance of this responsibility for our youth and their future. The influences on and outcomes of career development are one aspect of socialization as part of a broader process of human development.
The process of career development can be both exciting and intimidating at the same time. Like many worthwhile endeavors the trick is to take it one step at a time. We view career development as a life-long process. So we are glad that you are learning how to successfully negotiate this process now.
What Is Career Management?
Career management is the lifelong process of investing resources to achieve your career goals. Career management is not a singular event but a continuing process that is a necessity for adapting to the changing demands of the 21st Century economy.
Whether we are in the early phase of our work life or are a workforce veteran, we have probably heard the term career management. We have also probably heard that in the future we need to be responsible for our careers. What we may not have been told is what career management is and how we do it! Career management uses concepts similar to good financial management. A good rule of thumb to keep in mind is that a disciplined investment, made on a regular basis, yields a greater return. Although the tactics will vary, career management focuses on two key investment assets to manage throughout our working years, our personal lifelong learning and our network of relationships.
CAREER DEVELOPMENT

Career development programs tend to have a new focus today. Corporate career development programs used to focus on the employee’s future with that particular firm—in other words, on managing the person’s career with the firm. Today the reality for most people is that they’ll have to change employers (and perhaps careers) several times during their work lives. The emphasis now is thus on facilitating self-analysis, development, and management.
For the employer, the career development partnership serves several functions. As two experts put it, “employers provide the tools, environment, and skill development opportunities for employees, and then employees are better equipped to serve the company and build it to its potential. Career development may also cultivate employee commitment. Often, one of the best things an employer can do to maintain employee commitment is to emphasize how the company will partner with the employee in continuously developing his or her skills and knowledge. “The most attractive proposition an employer can made today is that in five years the employee will have more knowledge and be more employable than now. That should be the acid test for any career development program.”
Career Development Process
The Career Planning/Competency Model animates individuals to investigate and take information that enables them to synthesize, gain competencies, take decisions, set goals and take action. Each individual fluctuates in their progress through each of these stages for several reasons. Some improve quickly through each or all of the stages while others progress more slowly. Individuals may repeat all or parts of the career development process at diverse points throughout their lives as values, interests, abilities, and life circumstances change.
What do we mean by “career development process”?


Career originally meant a road, or a course to be traveled. In time it began to mean a course of achievement within a profession. Through the first seventy-five years of the twentieth century, career referred to a professional occupation yielding both money and a respected position in which one could advance. (From this perspective, some people had “careers” while others merely had “jobs.”) However, for the last quarter-century career has been viewed more broadly, encompassing work, leisure and other life-span dimensions. Now it is generally agreed that everyone has a career.

Information literally refers to the communication of knowledge, usually obtained from data, or through study or instruction. Sound career decisions depend on sound information and knowledge, both about self and the world of work. Although self refers to internal motivations, interests and values, we often use formal and informal theory-based instruments to make them explicit.



Roadmap to Success!

Your roadmap to success begins with planning your career development process. There are many approaches you can take to accomplish this.
The picture below represents a logical, step-by-step process designed to help you as you plan your career development process now, and anytime in the future when you want to change course. For example, you may want to be a manager in a large corporation, and then decide in a few years you'd really like to be an interior designer.
Some steps will be easier for you than others. Taking time now to work through each of the steps will help build a solid foundation for your future. Writing your thoughts down can sometimes help you brainstorm ideas. Some of this may seem a little overwhelming, and with so many obligations, how will you have the time? If you set aside a small amount of time (30 minutes) each day, you will make progress.





1. Self-Assessment. Discover your desires and passions. What would you do if money were no object? You may know exactly what you want to do. If so, move on to the next step. If you're struggling with this, there are some free and fee-based self-assessment tests available to help you.
1. Career Skill Assessment. This sounds similar to the self-assessment, but rather than focusing on your personality and interests, career skill assessments focus on your core job strengths and weaknesses. Again, there are free and fee-based career skill assessment tests available to help you with this step.
2. Setting Your Career Objective. Now that you understand your personality, interests, skills and strengths, it's time to make a decision! You may want to explore different career options to discover your best choice.
3. Career Development Plan. The nuts and bolts of planning your career development process. Set goals and timelines based on your career objective. Look at an example career development plan , or use the career development plan template to help you work through this step.
4. Implement Career Development Plan. It's action time! If your plan involves a career change, use the navigation bar on the left to help you through your career search, resume, cover letter and job interview questions.
5. Get the Most Out of your Career. To get the most out of your new career, planning strategies and learning skills will help you get to the next level. We've also created a free e-course to help you with this step of the process.
By planning your career development process, you're well on your way to your perfect career. Knowing your strengths and skills, along with having a plan, will give you the confidence and motivation you need to make a positive change
THE STAGES IN CAREER DEVELOPMENT


Exploration:
Represents pre-employment stage. Ends for most individuals in mid-twenties. Directions by the parents, teachers, friends, film, etc has great influences. In this period the number of expectations of one’s career is developed. Exploration

Establishment:
This stage covers about 10 years from the age of 25. In this stage the individual looks for job & tries to get settled in some organization. Consists of uncertainties and anxieties, and increased responsibilities. During this stage person tries to establish a place in society & work for career advancement. Work at a lower level Establishment



Mid-Career:
This stage is a lot of challenges and stressful. Search for new life goals. Get greater responsibilities and attractive and appreciable rewards. Level where employer identify talents for higher position. Mid-Career

Late-Career:
Stage continues for about 20 years from mid- forties. Career graph of an individual may be characterized by growth Holding senior position Individual having varied experience& learning Decreased work mobility and will be locked in their current jobs. Late-Career

Decline:
Stage after the age of 65. Individual is forced to step out. High achievers are teased by inactivity and non-creativity. Retirement in imminent. Decline

Career Development Model

 Step One: Self-Assessment
The first step in the Career Planning Model comprehends to accumulate information about you to attend in making a decision about a career. You should elaborate an understanding of self including values, interests, aptitudes, abilities, personal traits, and desired life style, and become aware of the interrelationship between self and occupational choice.

 Step Two: Academic/Career Options
The second step permits individuals to explore the world of work in a bigger proportion, narrow a general occupational direction into a concrete one through an informed decision making process, and declare a major.

 Step Three: Relevant/Practical Experience
In Step III individuals estimate occupational alternatives and obtain practical experience through internships, cooperative education, relevant summer employment, volunteer work and campus activities. Besides, more precise decisions about occupational choices are made.

 Step Four: Job Search/Graduate School Preparation
Individuals prepare for and commence managing a job search, or apply to graduate or professional schools.


Career development cycle:




"Who am I?" If you’ve been thinking about your career path and know you want a career change you may wonder: “Where do I start?” Typically, this process starts with self-assessment. Understanding who you really are is critical to effective career planning. Breaking this down can be helpful:
 Skills: what skills do I have? And which do I really enjoy using? Just because you’re good at something doesn’t necessarily mean you like doing it.
 Interests: what excites me? What interests me enough that I don’t realize the passage of time while I am engaged in it?
 Values: what things do I believe in? What motivates me to work?
 Personality: who am I? What are my personal preferences?
 Set goals: From your self-assessment and exploration you should have a clearer idea of what you are looking for. Now is the time to set some goals. This includes identifying specific action steps that will move you forward.
 Act: Sometimes people get stuck looking for the “perfect” action step. Remember that any step forward is an accomplishment.

Because this process is a cycle, after taking action you should re-assess how your plan is going. You may need to alter your goals a bit. Perhaps you stumble across a different occupational path that appears to be a better fit for you. Use this information to ensure your path is taking you where you really want to go.
Conclusion

At last we can say that, career development process is essential elements of a manager to establish his or her career position. A manager need a proper career planning and career management. If we will be make a business than we will take a proper career planning and manage it to reach goal. So that, a student should be prepare for his future position. Career development is a complex process-one that receives little attention until a student is deciding a major & when a person is looking for a job. This is unfortunate because ideally one should be exposed to the process of career development throughout primary & secondary school & continuing throughout life.

Tuesday, August 31, 2010

Warehouse Management System

PEAK PERFORMANCE
Today, more than ever, companies must operate at maximum efficiency and provide superior service to ensure profitability. Your ability to effectively manage your warehouse, reduce costs and ensure smoothly run sales and fulfillment operations is critical to your success. From receiving inventory and timely order fulfillment to automated validation of warehouse activities and accurate inventory control, your warehouse operating system must be designed to achieve peak performance across
the entire enterprise. ACCPAC Warehouse Management System (WMS) is a powerful, feature-rich solution for automating the materials-handling
processes of retailers, manufacturers, distributors and third-party
logistics providers. By integrating advanced radio-frequency (RF)
and barcoding technologies with core warehousing functionality,
ACCPAC WMS™ provides comprehensive fulfillment center and
warehouse management solutions that include order management,
receiving, stocking, replenishment, picking and other related
warehouse tasks.

MAXIMUM EFFICIENCY
ACCPAC WMS is a complete warehouse management solution
specifically designed to increase inventory-handling accuracy,
improve allocation of human resources within the warehouse and
reduce carrying costs associated with obsolete and slow-moving
stock. With ACCPAC WMS, you can efficiently pick, pack and
ship orders – putting nearly 100 percent picking and shipping
accuracy within your reach.
ACCPAC WMS scales to accommodate the varied demands
of small to highly complex, high-volume distribution centers
and works in conjunction with ACCPAC Advantage Series™ and
ACCPAC Pro Series™. Additionally, ACCPAC WMS is specifically
designed to interface with industry-standard shipping systems
that enable an automated picking, packing and shipping solution.
This unique and seamless integration capability allows ACCPAC
WMS to effectively orchestrate the movement of personnel
and inventory. As a result, multiple orders can be picked in a
single wave by one or multiple warehouse pickers, saving time
and money.

COMPLETE CONTROL
ACCPAC WMS utilizes RF and barcoding technologies,
creating a powerful picking, packing and shipping warehouse
management solution. ACCPAC WMS makes order fulfillment
easy by allowing warehouse managers to view which orders
can be filled immediately. Equipped with RF-based terminals,
warehouse personnel are given explicit directions for picking
every order such as quantity, location and other carton-specific
requirements. With ACCPAC WMS, you’re in control, guiding
warehouse personnel to the right location, automatically
generating shipping labels on demand and indicating the right
size box for the order.
Whichever picking style works for your warehouse – wave,
batch, simultaneous or sequential zone – ACCPAC WMS
manages the process efficiently and cost effectively. Picking
inventory in a warehouse that is managed by ACCPAC WMS
means never having to look for missing stock or walking
aimlessly around the warehouse to fulfill customer orders.
With ACCPAC WMS all your warehouse activities operate
at peak performance, enabling your enterprise to:
Increase order accuracy
Eliminate paper error
Pick and pack concurrently
Fill multiple orders simultaneously
Track inventory in real time
Print packaging slips on demand
Increase customer satisfaction
And more!

FULL PRODUCTIVITY
ACCPAC WMS offers you the ability to maximize the
productivity of your warehouse personnel. By maintaining
detailed information on the flow of inventory from both “pick”
and “overstock” locations, your staff is directed to a specific bin
knowing the item will be there every time. Furthermore, requests
to replenish pick bins can be managed during off-peak hours
or coordinated to run simultaneously with picking activities
without interruption.




ACCURATE RECEIVING AND SHIPPING


REAL-TIME VISIBILITY AND DATA
Visibility and information are key to productivity. ACCPAC
WMS’ Web dispatch screen serves as a repository for all missioncritical
information needed to manage your entire warehouse
operation. From the Web dispatch screen, orders can be closely
monitored, managed and distributed. With this easy-to-use
browser-based interface, ACCPAC WMS enables a complete view
of all warehouse activities that extends far beyond the walls of
the warehouse. As a result, you’ll be able to generate and share
reports on location, inventory levels and movement, and other
critical data in real time.

ON-TIME DELIVERY
Your customers count on you to deliver the right product –
on time, every time. Sending the wrong package or items to a
customer is more than just embarrassing – it drives up costs and
affects credibility. Add the cost of compliance fines and violating
service level agreements, and it’s clear – the shipping dock is your
last chance to ensure your shipments are perfect – every time.
With ACCPAC WMS inventory is tracked throughout the
handling process and finalized during shipment, in turn
eliminating costly errors while delivering industry-leading
service and delivery excellence.
ACCPAC WMS offers a streamlined shipping solution that
produces shipping labels, packing slips, carton-content labels
and advanced shipping notices on demand, eliminating errors
in transcription from customer orders. ACCPAC WMS also
automatically estimates shipping weight based on the items
in the order. When integrated with a multi-carrier shipping
system, ACCPAC WMS offers you the ability to shop for the
best shipping rates, improving your bottom line and heightening
customer satisfaction.

REDUCED LABOR COSTS
ACCPAC WMS saves on labor costs by significantly reducing
the need for dedicated shippers and checkers, freeing warehouse
personnel for other activities. Upon completing an order, shippers
simply tape up the box and put it aside for the carrier. With
ACCPAC WMS, you know exactly what’s going out the door
and can give your customers the immediate shipment information
they need. Equally important, your ACCPAC Inventory Control
and Order Entry modules are immediately updated. As a result,
everyone across your organization, from your warehouse
personnel to your customer service department, is provided
complete access to all order shipment information in real time.



EFFECTIVE RECEIPT AND PUTAWAY


ERROR-FREE ORDER FULFILLMENT
The ACCPAC WMS receipt and putaway solution effectively
moves goods from your receiving dock to your warehouse and
into the right location. ACCPAC WMS is a total RF-based
solution that effectively automates your inventory and putaway
processes, facilitating timely and accurate order fulfillment by
creating an optimized order-picking environment for warehouse
personnel. Tightly integrated with your ACCPAC Purchase Order
module, ACCPAC WMS eliminates receiving errors by matching
the receipt of goods through barcoding and original purchase
order details, while reporting any discrepancies.
ACCPAC WMS is designed to ensure a highly-efficient receiving
environment and allows for greater control in the allocation
of human resources, while eliminating the introduction of
transcription errors. You can assign multiple employees to the
receipt and putaway of large inbound shipments, or multiple
receipts can be simultaneously checked-in by a single employee.
ACCPAC WMS also notifies warehouse staff if a received good
is needed to fulfill a customer back order. In this event, instead
of moving the item to inventory, it is prepared for shipping and
sent directly to the awaiting customer.
During putaway, ACCPAC WMS allows you to capture
important information about incoming items such as weight, size,
expiration date and more. ACCPAC WMS can be configured
to store products either in a designated location and/or multiple
locations throughout the warehouse – accelerating the putaway
process. ACCPAC WMS also enables high-volume processing
of inventory during peak seasons. The final phase of receipt
and putaway processing is the automated update of purchase
orders and inventory information into your ACCPAC® accounting
system. This automation eliminates manual intervention and
errors, while providing accurate and up-to-date inventory control.



BETTER INVENTORY CONTROL


OPTIMAL INVENTORY BALANCES
ACCPAC WMS provides accurate and immediate information
on the quantity, location, condition, status and history of any
item in your warehouse – at any time. Fully integrated with
ACCPAC Pro Seriesand ACCPAC Advantage Series, ACCPAC
WMS ensures complete control and flow of information between
your back office and warehouse floor. An easy-to-use browserbased
interface provides the ability to generate reports and track
inventory movement across your entire enterprise.
ACCPAC WMS gives you complete control over your inventory
and offers you a clear picture of your warehouse activities. This
includes up-to-the-minute notifications of when replenishment is
needed, a full audit report of every product moved through your
warehouse and automatic updates to your ACCPAC Inventory
Control module. In addition, ACCPAC WMS dramatically
improves the accuracy of physical inventory counting by date,
product and bin location using advanced barcoding technology.
With complete inventory control management – down to the
contents of specific bins – you can increase productivity and save
on warehouse labor costs. ACCPAC WMS supports “first in,
first out” (FIFO) and “last in, first out” (LIFO) stock rotation,
serialized inventory, lot and expiration-date tracking, and other
key inventory control functions, enabling complete control over
shipped products.
ACCPAC WMS gives you the flexible, automated support you
need to efficiently run a fast-paced, high-volume and accurate
warehouse operation. With ACCPAC WMS, you can optimize
warehouse resources and reduce costs by automating pick,
putaway and replenishment functions, and integrate barcode
and wireless RF-based terminals to enable accurate and efficient
tracking of goods through your facility.
Discover the power of ACCPAC WMS and its feature-rich
functionality that allows you to:
Obtain 99.9% accuracy
Create a paperless warehouse
Access real-time warehouse data
Minimize handling steps
Support both FIFO and LIFO stock rotation
Enable wave receiving and shipping
Control stock movement and replenishment
Generate barcodes and shipping labels on demand
Satisfy customers
And more!

Economy of Bangladesh

Economy of Bangladesh

                                     


The economy of Bangladesh is constituted by that of a developing country.[2] Its per capita income in 2008 was est. US$1,500 (adjusted by purchasing power parity) significantly lower than India, Pakistan, both which are also lower than the world average of $10,497.[3] According to the gradation by the International Monetary Fund, Bangladesh ranked as the 48th largest economy in the world in 2008, with a gross domestic product of US$224.889 billion. The economy has grown at the rate of 6-7% p.a. over the past few years. More than half of the GDP belongs to the service sector, nearly half of Bangladeshis are employed in the agriculture sector, with RMG, fish, vegetables, leather and leather goods, ceramics, rice as other important produce.

Remittances from Bangladeshis working overseas, mainly in the Middle East is the major source of foreign exchange earnings; exports of garments and textiles are the other main sources of foreign exchange earning. GDP's rapid growth due to sound financial control and regulations have also contributed to its growth. However, foreign direct investment is yet to rise significantly. Bangladesh has made major strides in its human development index.[4]

The land is devoted mainly to rice and jute cultivation of rice, fruits and produce, although wheat production has increased in recent years; the country is largely self-sufficient in rice production.[4] [4] Bangladesh's growth of its agro industries is due to its rich deltaic fertile land that depend on its six seasons and multiple harvests.[4]

Improving at a very fast rate, infrastructure to support transportation, communications, power supply and water distribution are rapidly developing.[4] Bangladesh is limited in its reserves of oil, but recently there was huge development in coal mining. The service sector has expanded rapidly during last two decades, the country's industrial base remains positive.[4] The country's main endowments include its vast human resource base, rich agricultural land, relatively abundant water, and substantial reserves of natural gas, with the blessing of possessing the two worlds only natural sea ports in Mongla and Chittagong, in addition to being the only central port linking two large burgeoning economic hub groups SAARC and ASEAN.[4]Contents [hide]
1 Economic history
1.1 Macro-economic trend
2 Economic outlook
3 Economic sectors
3.1 Agriculture
3.2 Manufacturing & Industry
3.2.1 Textile sector
4 Investment
5 External trade
6 Overview
7 See also
8 References
9 External links


Economic history

East Bengal—the eastern segment of Bengal, a region that is today Bangladesh—was a prosperous region of South Asia until modern times.[5] It had the advantages of a mild, almost tropical climate, fertile soil, ample water, and an abundance of fish, wildlife, and fruit.[5] The standard of living compared favorably with other parts of South Asia.[5] As early as the thirteenth century, the region was developing as an agrarian economy.[5] It was not entirely without commercial centers, and Dhaka in particular grew into an important entrepĂ´t during the Mughal Empire.[5] The British, however, on their arrival in the late eighteenth(18th) century, chose to develop Calcutta, now the capital city of West Bengal, as their commercial and administrative center in South Asia.[5] The development of East Bengal was thereafter limited to agriculture.[5] The administrative infrastructure of the late eighteenth and nineteenth centuries reinforced East Bengal's function as the primary agricultural producer—chiefly of rice, tea, teak, cotton, cane and jute—for processors and traders from around Asia and beyond.[5]. After its independence from Pakistan, Bangladesh followed a socialist economy by nationalizing all industries, proving to be a critical blunder undertaken by Bangladesh's leaders[citation needed]. Education policies of the British dating back from colonial era deprived education to millions of Bangla peoples setting them back by decades. Some of the same factors that had made East Bengal a prosperous region became disadvantages during the nineteenth and twentieth centuries.[5] As life expectancy increased, the limitations of land and the annual floods increasingly became constraints on economic growth.[5] Preponderance on traditional agricultural methods became obstacles to the modernization of agriculture.[5] Geography severely limited the development and maintenance of a modern transportation and communications system.[5]

The partition of British India and the emergence of India and Pakistan in 1947 severely disrupted the former colonial economic system that had preserved East Bengal (now Bangladesh) as a producer of jute, rice and other agro commodities for the rest of British India.[5] East Pakistan had to build a new industrial base and modernize agriculture in the midst of a population explosion.[5] The united government of Pakistan expanded the cultivated area and some irrigation facilities, but the rural population generally became poorer between 1947 and 1971 because improvements did not keep pace with rural population increase.[5] Pakistan's five-year plans opted for a development strategy based on industrialization, but the major share of the development budget went to West Pakistan, that is, contemporary Pakistan.[5] The lack of natural resources meant that East Pakistan was heavily dependent on imports, creating a balance of payments problem.[5] Without a substantial industrialization program or adequate agrarian expansion, the economy of East Pakistan steadily declined.[5] Blame was placed by various observers, but especially those in East Pakistan, on the West Pakistani leaders who not only dominated the government but also most of the fledgling industries in East Pakistan.[5]

Since Bangladesh followed a socialist economy by nationalising all industries after its independence, a slow growth of experienced entrepreneurs, managers, administrators, engineers, or technicians underwent.[6] There were critical shortages of essential food grains and other staples because of wartime disruptions.[6] External markets for jute had been lost because of the instability of supply and the increasing popularity of synthetic substitutes.[6] Foreign exchange resources were minuscule, and the banking and monetary system was unreliable.[6] Although Bangladesh had a large work force, the vast reserves of under trained and underpaid workers were largely illiterate, unskilled, and underemployed.[6] Commercially exploitable industrial resources, except for natural gas, were lacking.[6] Inflation, especially for essential consumer goods, ran between 300 and 400 percent.[6] The war of independence had crippled the transportation system.[6] Hundreds of road and railroad bridges had been destroyed or damaged, and rolling stock was inadequate and in poor repair.[6] The new country was still recovering from a severe cyclone that hit the area in 1970 and cause 250,000 deaths.[6] India, by no means a wealthy country and without a tradition of giving aid to other nations, came forward immediately with massive economic assistance in the first months after the fighting ended.[6] Between December 1971 and January 1972, India committed US$232 million in aid to Bangladesh, almost all of it for immediate disbursement.[6]

Bangladeshi leaders slowly began to turn their attention to developing new industrial capacity and rehabilitating its economy.[4] The static economic model adopted by these early leaders, however—including the nationalization of much of the industrial sector—resulted in inefficiency and economic stagnation.[4] Beginning in late 1975, the government gradually gave greater scope to private sector participation in the economy, a pattern that has continued.[4] Many state-owned enterprises have been privatized, with banking, telecommunication, aviation, media, jute including a range of other vital sectors have been privatised.[4] Inefficiency in the public sector have been improving however at a gradual pace, external resistance to developing the country's richest natural resources, and power sectors including infrastructure have all contributed to slowing economic growth.[

In the mid-1980s, there were encouraging signs of progress.[4] Economic policies aimed at encouraging private enterprise and investment, privatizing public industries, reinstating budgetary discipline, and liberalizing the import regime were accelerated.[4] From 1991 to 1993, the government successfully followed an enhanced structural adjustment facility (ESAF) with the International Monetary Fund (IMF) but failed to follow through on reforms in large part because of preoccupation with the government's domestic political troubles.[4] In the late 1990s the government's economic policies became more entrenched, and some of the early gains were lost, which was highlighted by a precipitous drop in foreign direct investment in 2000 and 2001.[4] In June 2003 the IMF approved 3-year, $490-million plan as part of the Poverty Reduction and Growth Facility (PRGF) for Bangladesh that aimed to support the government's economic reform program up to 2006.[4] Seventy million dollars was made available immediately.[4] In the same vein the World Bank approved $536 million in interest-free loans.

Bangladesh historically has run a large trade deficit, financed largely through aid receipts and remittances from workers overseas.[4] Foreign reserves dropped markedly in 2001 but stabilized in the USD3 to USD4 billion range (or about 3 months' import cover).[4] In January 2007, reserves stood at $3.74 billion, and they increased to $5.8 billion by January 2008, in Nov 2009 it surpassed $10.0 billion according to the Bank of Bangladesh, the central bank.[4] In addition imports and aid-dependence of the country has systematically been reduced since the beginning of 1990s.

Macro-economic trend

This is a chart of trend of gross domestic product of Bangladesh at market prices estimated by the International Monetary Fund with figures in millions of Bangladeshi Taka. However, this reflects only the formal sector of the economy.Year Gross Domestic Product         US Dollar Exchange    Inflation Index
(2000=100)      Per Capita Income
(as % of USA)
1980    250,300           16.10 Taka      20        1.79
1985    597,318           31.00 Taka      36        1.19
1990    1,054,234        35.79 Taka      58        1.16
1995    1,594,210        40.27 Taka      78        1.12
2000    2,453,160        52.14 Taka      100      0.97
2005    3,913,334        63.92 Taka      126      0.95
2008    5,003,438        68.65 Taka      147     




Economic outlook

Efforts to achieve Bangladesh's macroeconomic goals have been problematic mostly due to corruption within the government.[4] The privatization of public sector industries has proceeded at a slow pace—due in part to worker unrest in affected industries—although on June 30, 2002, the government took a bold step as it closed down the Adamjee Jute Mill, the country's largest and most costly state-owned enterprise.[4] The government also has proven unable to resist demands for wage hikes in government-owned industries. Access to capital is impeded.[4] State-owned banks, which control about three-fourths of deposits and loans, carry classified loan burdens of about 50%.[4]

The IMF and World Bank predict GDP growth over the next 5 years will be about 6.5%, well short of the 9-10% needed to lift Bangladesh to Mid Income Nations.[4] The initial impact of the end of quotas under the Multi-Fiber Arrangement has been positive for Bangladesh, with continuing investment in the ready-made garment sector, which has experienced annual export growth in excess of around 20%.[4] Downward price pressure means Bangladesh must continue to cut final delivered costs if it is to remain competitive in the world market.[4] Foreign investors in a broad range of sectors are increasingly frustrated with the politics of confrontation, the level of corruption, the slow pace of reform and privatization and deregulation of the public sector and the lack of basic infrastructure e.g. roads.[4] While investors view favorably recent steps by the interim government to address corruption, governance, and infrastructure issues, most believe it is too early to assess the long-term impact of these developments.[4]

Economic sectors

Agriculture


Map showing the growing areas of major agricultural products.
Main article: Agriculture of Bangladesh

Most Bangladeshis earn their living from agriculture.[4] Although rice and jute are the primary crops, maize and vegetables are assuming greater importance.[4] Due to the expansion of irrigation networks, some wheat producers have switched to cultivation of maize which is used mostly as poultry feed.[4] Tea is grown in the northeast.[4] Because of Bangladesh's fertile soil and normally ample water supply, rice can be grown and harvested three times a year in many areas.[4] Due to a number of factors, Bangladesh's labor-intensive agriculture has achieved steady increases in food grain production despite the often unfavorable weather conditions.[4] These include better flood control and irrigation, a generally more efficient use of fertilizers, and the establishment of better distribution and rural credit networks.[4] With 28.8 million metric tons produced in 2005-2006 (July-June), rice is Bangladesh's principal crop.[4] By comparison, wheat output in 2005-2006 was 9 million metric tons.[4] Population pressure continues to place a severe burden on productive capacity, creating a food deficit, especially of wheat.[4] Foreign assistance and commercial imports fill the gap[4], but seasonal hunger ("monga") remains a problem[7]. Underemployment remains a serious problem, and a growing concern for Bangladesh's agricultural sector will be its ability to absorb additional manpower.[4] Finding alternative sources of employment will continue to be a daunting problem for future governments, particularly with the increasing numbers of landless peasants who already account for about half the rural labor force.[4] Due to farmers' vulnerability to various risks, Bangladesh's poorest face numerous potential limitations on their ability to enhance agriculture production and their livelihoods. These include an actual and perceived risk to investing in new agricultural technologies and activities (despite their potential to increase income), a vulnerability to shocks and stresses and a limited ability to mitigate or cope with these and limited access to market information[7].

Manufacturing & Industry

Many new jobs - mostly for women - have been created by the country's dynamic private ready-made garment industry, which grew at double-digit rates through most of the 1990s.[4] By the late 1990s, about 1.5 million people, mostly women, were employed in the garments sector as well as Leather products specially Footwear(Shoe manufacturing unit). During 2001-2002, export earnings from ready-made garments reached $3,125 million, representing 52% of Bangladesh's total exports. Bangladesh has overtaken India in apparel exports in 2009, its exports stood at 2.66 billion US dollar, ahead of India's 2.27 billion US dollar.[8]

Eastern Bengal was known for its fine muslin and silk fabric before the British period. The dyes, yarn, and cloth were the envy of much of the premodern world. Bengali muslin, silk, and brocade were worn by the aristocracy of Asia and Europe. The introduction of machine-made textiles from England in the late eighteenth century spelled doom for the costly and time-consuming hand loom process. Cotton growing died out in East Bengal, and the textile industry became dependent on imported yarn. Those who had earned their living in the textile industry were forced to rely more completely on farming. Only the smallest vestiges of a once-thriving cottage industry survived.

Other industries which have shown very strong growth include the chemical industry, steel industry, mining industry and the paper and pulp industry.

Textile sector

Bangladesh's textile industry, which includes knitwear and ready-made garments along with specialized textile products, is the nation's number one export earner, accounting for 80% of Bangladesh's exports of $15.56 billion in 2009.[9] Bangladesh is 3rd in world textile exports behind Turkey, another low volume exporter, and China which exported $120.1 billion worth of textiles in 2009. The industry employs nearly 3.5 million workers. Current exports have doubled since 2004. Wages in Bangladesh's textile industry were the lowest in the world as of 2010. The country was considered the most formidable rival to China where wages were rapidly rising and currency was appreciating.[10][11]

After massive labor unrest in 2006[12] the government formed a Minimum Wage Board including business and worker representatives which in 2006 set a minimum wage equivalent to 1,662.50 taka, $24 a month, up from Tk950. In 2010, following widespread labor protests involving 100,000 workers in June, 2010,[9][13] a controversial proposal was being considered by the Board which would raise the monthly minimum to the equivalent of $50 a month, still far below worker demands of 5,000 taka, $72, for entry level wages, but unacceptably high according to textile manufacturers who are asking for a wage below $30.[14][11] On July 28, 2010 it was announced that the minimum entry level wage would be increased to 3,000 taka, about $43.[15]

The government also seems to believe some change is necessary. On September 21, 2006 then Ex-Prime Minister Khaleda Zia called on textile firms to ensure the safety of workers by complying with international labor law at a speech inaugurating the Bangladesh Apparel & Textile Exposition (BATEXPO).

Investment

The stock market capitalization of the Dhaka Stock Exchange in Bangladesh crossed $ 10 billion in November 2007 and the $15 billion dollar mark. Major investment from foreign investors have led to a massive building boom in Dhaka and Chittagong.
External trade
 Bangladeshi exports in 2006
The Bangladesh Garments Manufacturers and Exporters Association (BGMEA) has predicted textile exports will rise from US$7.90 billion earned in 2005-06 to US$15 billion by 2011. In part this optimism stems from how well the sector has fared since the end of textile and clothing quotas, under the Multifibre Agreement, in early 2005.

According to a United Nations Development Programme report "Sewing Thoughts: How to Realize Human Development Gains in the Post-Quota World" Bangladesh has been able to offset a decline in European sales by cultivating new markets in the United States.[16]

"[In 2005] we had tremendous growth. The quota-free textile regime has proved to be a big boost for our factories," said BGMEA president S.M. Fazlul Hoque told reporters, after the sector's 24 per cent growth rate was revealed.[17]

Bangladesh Knitwear Manufacturers and Exporters Association (BKMEA) president Md Fazlul Hoque has also struck an optimistic tone. In an interview with United News Bangladesh he lauded the blistering growth rate, saying "The quality of our products and its competitiveness in terms of prices helped the sector achieve such... tremendous success."

Knitwear posted the strongest growth of all textile products in 2005-06, surging 35.38 per cent to US$2.82 billion. On the downside however, the sector's strong growth came amid sharp falls in prices for textile products on the world market, with growth subsequently dependent upon large increases in volume.

Bangladesh's quest to boost the quantity of textile trade was also helped by US and EU caps on Chinese textiles. The US cap restricts growth in imports of Chinese textiles to 12.5 per cent next year and between 15 and 16 per cent in 2008. The EU deal similarly manages import growth until 2008.

Bangladesh may continue to benefit from these restrictions over the next two years, however a climate of falling global textile prices forces wage rates the centre of the nation's efforts to increase market share.

Prior to the Wage Board's announcement of its recommended minimum wage of $24, Tk1,604, in 2006, the rate had remained unchanged at Tk950, about $15, for more than 12 years. Although the government may allow up to three years for the new wage to be implemented, and inevitably there will be compliance issues as manufacturers drag their feet, it seemed politically untenable for wages to remain at those levels given the unprecedented industrial unrest.

In response to the Wage Board's initial draft recommendation of a minimum wage of Tk1,604 to be increased to Tk1,800 after eight months, the BGMEA declared over 50 per cent of factories would be ruined within three months. While this claim is no doubt an exaggeration, the capacity of Bangladesh's textile industry to absorb a significant wage hike as margins become tighter is a key question which hangs over the future of the industry. Bangladesh's textile sector is concentrated in export processing zones in Dhaka and Chittagong. These zones, which are administered by the Bangladesh Export Processing Zone Authority, aim to offer "a congenial investment climate, free from cumbersome procedures"m according to Bangladesh Export Promotion Bureau's website.[18]

They offer a range of incentives to potential investors including 10 year tax holidays, duty free import of capital goods, raw materials and building materials, exemptions on income tax on salaries paid to foreign nationals for three years and dividend tax exemptions for the period of the tax holiday.

All goods produced in the zones are able to be exported duty free, in addition to which Bangladesh benefits from the Generalised System of Preferences in US, European and Japanese markets and is also endowed with Most Favoured Nation status from the United States.

Furthermore, Bangladesh imposes no ceiling on investment in the EPZs and allows full repatriation of profits.

The formation of labour unions within the EPZs is prohibited as are strikes.[18]

Bangladesh's exports to the U.S. surpassed $1.9 billion in 1999. Bangladesh also exports significant amounts of garments and knitwear to the EU market.

Bangladesh also has significant jute, leather, shrimp, pharmaceutical, and ceramics industries.

Bangladesh has been a world leader in its efforts to end the use of child labor in garment factories. On July 4, 1995, the Bangladesh Garment Manufacturers Export Association, International Labour Organization, and UNICEF signed a memorandum of understanding on the elimination of child labor in the garment sector. Implementation of this pioneering agreement began in fall 1995, and by the end of 1999, child labor in the garment trade virtually had been eliminated. The labor-intensive process of ship breaking for scrap has developed to the point where it now meets most of Bangladesh's domestic steel needs. Other industries include sugar, tea, leather goods, newsprint, pharmaceutical, and fertilizer production.

The Bangladesh government continues to court foreign investment, something it has done fairly successfully in private power generation and gas exploration and production, as well as in other sectors such as cellular telephony, textiles, and pharmaceuticals. In 1989, the same year it signed a bilateral investment treaty with the United States, it established a Board of Investment to simplify approval and start-up procedures for foreign investors, although in practice the board has done little to increase investment. The government created the Bangladesh Export Processing Zone Authority to manage the various export processing zones. The agency currently manages EPZs in Adamjee, Chittagong, Comilla, Dhaka, Ishwardi, Karnaphuli, Mongla, and Uttara. An EPZ has also been proposed for Sylhet.[19] The government has given the private sector permission to build and operate competing EPZs-initial construction on a Korean EPZ started in 1999. In June 1999, the AFL-CIO petitioned the U.S. Government to deny Bangladesh access to U.S. markets under the Generalized System of Preferences (GSP), citing the country's failure to meet promises made in 1992 to allow freedom of association in EPZs.

Sylhet is fast becoming the retail capital of Bangladesh,[citation needed] with many shopping centres being built by expatriates to serve fellow expatriates visiting Sylhet and the emerging middle class. Many of these developments hark back to Britain.[2
Overview
The area of Gulshan is a commercial hub of the country     
Karwan Bazar is home to many of Bangladesh's important offices 
Bazaars in Bangladesh are popular trading places for everyday household necessities.

Bangladesh has made significant strides in her economic sector since her independence in 1971. Although the economy has improved vastly in the 1990s, Bangladesh still suffers in the area of foreign trade in South Asian region. Despite major impediments to growth like the inefficiency of state-owned enterprises, a rapidly growing labor force that cannot be absorbed by agriculture, inadequate power supplies, and slow implementation of economic reforms, Bangladesh has made some headway improving the climate for foreign investors and liberalizing the capital markets; for example, it has negotiated with foreign firms for oil and gas exploration, better countrywide distribution of cooking gas, and the construction of natural gas pipelines and power stations. Progress on other economic reforms has been halting because of opposition from the bureaucracy, public sector unions, and other vested interest groups. The especially severe floods of 1998 increased the country's reliance on large-scale international aid. So far the East Asian financial crisis has not had major impact on the economy. World Bank predicted economic growth of 6.5% for current year. Foreign aid has seen a decline of 10% over the last few months but economists see this as a good sign for self-reliance.There has been 18% growth in exports over the last 9 months and remittance inflow has increased at a remarkable 25% rate. Export was $10.5 billion in fiscal year 2005 exceeding the target export of $10.4 billion.Fiscal Year  Total Export    Total Import    Foreign Remittance Earnings
2007-2008       $14.11b           $25.205b         $8.9b
2008-2009       $15.56b           $22.00b+         $9.68b
2009-2010(Set Target)            $17.6b N/A      $10.87b

Dhaka Stock Exchange
Chittagong Stock Exchange
List of companies of Bangladesh
Bangladesh textile industry
Bangladesh Academy for Rural Development
Next Eleven

References
 This article incorporates public domain material from websites or documents of the CIA World Factbook.
 This article incorporates public domain material from websites or documents of the United States Department of State (Background Notes).
^ "Doing Business in Bangladesh 2010". World Bank. Retrieved 2010-08-20.
^ "Reproductive Health and Rights is Fundamental for Sound Economic Development and Poverty Alleviation," United Nations Population Fund. Retrieved June 9, 2009.
^ CIA World Factbook 2007
"Background Note: Bangladesh". Bureau of South and Central Asian Affairs (March 2008). Accessed June 11, 2008. This article incorporates text from this source, which is in the public domain.
 Lawrence B. Lesser. "Historical Perspective". A Country Study: Bangladesh (James Heitzman and Robert Worden, editors). Library of Congress Federal Research Division (September 1988). This article incorporates text from this source, which is in the public domain.
 Lawrence B. Lesser. "Economic Reconstruction after Independence". A Country Study: Bangladesh (James Heitzman and Robert Worden, editors). Library of Congress Federal Research Division (September 1988). This article incorporates text from this source, which is in the public domain.
Rebecca Holmes, John Farrington, Taifur Rahman and Rachel Slater (2008) Extreme poverty in Bangladesh: Protecting and promoting rural livelihoods London: Overseas Development Institute
"Bangladesh overtakes India in apparel exports: Indian companies grabbing Bangladeshi quota in Europe". Associated Press of Pakistan. Retrieved 30 December, 2009.
^ a b "Full blown RMG violence at Ashulia" The Financial Express VOL 18 NO 168 REGD NO DA 1589 Dhaka, Tuesday June 22 2010, accessed July 17, 2010
^ "'China textile cos may go bankrupt'" The Financial Express Tuesday, Jul 13, 2010 at 1210 hrs IST, accessed July 17, 2010
^ a b "Bangladesh, With Low Pay, Moves In on China" article by Vikas Bajaj in The New York Times July 16, 2010, accessed July 17, 2010
^ "One dead after Bangladesh protest" BBC May 23, 2006
^ "Apparel Workers Resume Production In Bangladesh" All Headline News June 23, 2010, accessed July 17, 2010
^ "Bangladesh garment industry edging closer to wage deal?" just-style.com 9 July 2010, accessed July 17, 2010
^ "Bangladesh Garment Workers Awarded Higher Pay" article by Vikas Bajaj in The New York Times July 28, 2010, accessed July 29, 2010
^ "Sewing Thoughts: How to Realise Human Development Gains in the Post-Quota World", United Nation Development Programme. April 2006.
^ "BD eyes $15bn textile exports by 2011". The Dawn. 3 September 2006.
^ a b "Bangladesh Export Promotion Bureau". Bangladesh Export Promotion Bureau.
^ [3].[dead link] Bangladesh Sangbad Sangstha (National News Agency of Bangladesh).
^ Gillan, Audrey. From Bangladesh to Brick Lane. The Guardian. 21 June 2002.