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Chaudhary Group - Wikipedia

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Chaudhary Group is a large, multi-national conglomerate headquartered in Nepal that was founded in 1968. It owns 136 companies across 15 business sectors, including financial services, consumer goods, education, hospitality, energy, and real estate. The group is led by founder Binod Chaudhary and employs over 50,000 people globally across its divisions that include food production, banking, hotels, electronics, and telecommunications.

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Chaudhary Group is a large, multi-national conglomerate headquartered in Nepal that was founded in 1968. It owns 136 companies across 15 business sectors, including financial services, consumer goods, education, hospitality, energy, and real estate. The group is led by founder Binod Chaudhary and employs over 50,000 people globally across its divisions that include food production, banking, hotels, electronics, and telecommunications.

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Chaudhary Group is a large, multi-national conglomerate headquartered in Nepal that was founded in 1968. It owns 136 companies across 15 business sectors, including financial services, consumer goods, education, hospitality, energy, and real estate. The group is led by founder Binod Chaudhary and employs over 50,000 people globally across its divisions that include food production, banking, hotels, electronics, and telecommunications.

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Chaudhary Group is a large, multi-national conglomerate head

Development, Governance and Gender in South Asia: Perspectives, Issues and Challenges 9811651086, 9789811651083

Table of contents :
Preface
Introduction
Contents
About the Editors
Social and Economic Development
Analysing the Status of Human Development in South Asia
The Concept of Human Development
Historical Background and Intellectual Underpinnings
Measuring Human Development
Status of Human Development in South Asia
Gender Inequality and Human Development in South Asian Countries
Building Blocks and Stumbling Blocks in the Process of Human Development in South Asia
References
Repositioning South Asian States: Reinforcing Human Development
Understanding Human Development
Human Capabilities, The State and The Civil Society
A Trisector partnership
Defining Partnership
South Asian Human Development Scenario
The Role of States in South Asia
Conclusion
References
Debt, Deficit and Economic Growth in South Asia: A Comparative Analysis
Introduction
Asian Development Model
Economic Growth in Asia
Economic Growth in South Asia
India’s Growth Experience
India as Third-Largest Country
Deficit in South Asia
Deficit in India
Debt in South Asia
Debt in India
Comparability of Public Debt Statistics
External Debt in South Asia
External Debt to Gross National Income Ratio
External Debt to Exports
Debt Dynamics
Conclusion
Annexure 1: Economic Development in Asian Countries
Annexure 2: Overall Balance in South Asia and Other Selected Countries
Annexure 3: Primary Balance in South Asia and Other Selected Countries
Annexure 4: Public Debt in South Asia and Other Selected Countries (% of GDP)
Annexure 5: External Debt Stocks in South Asia (US $ million)
References
Promoting South Asian Migration to the Gulf Region: Reducing Poverty and Inequality as the Strategy
Presence of South Asian Workers in the GCC
Inflow of Remittances in South Asia
COVID-19 and Its Implications for Remittances
Emerging Trends of Indian Migration Since the 1990s

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    An increasing amount of work is performed today in geographically dispersed team settings that transcend the boundaries of time, space, culture, and territory. Therefore, the need for a greater understanding of the complexities involved in leading and managing these communities of practice could not be greater. Any group of individuals meeting together for a common, well-defined purpose over a certain period of time, can be loosely defined as a “community of practice” (CoP); however, when the work isprimarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. It is generally believed that the same set of principles and techniques that are deployed by successful leaders in face-to-face settings will in effect, be equally productive in cyberspace as well. An attempt will be made in this paper to illuminate various aspects of leading in cyberspace with special emphasis on the intersection of “virtuality” and “emotion.” Some questions that are addressed in the overview have to do with the kinds of anxieties that are invoked in a leader when working virtually, how the leader copes with such anxieties without losing focus on the task at hand, and what kind of renegotiation and accommodation must occur, in order to account for the absence of non-verbal communication, spa

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