November 23

Wetlands Pakistan

2010
Group Project FOM 10

The report contains detailed information about the organization Wetlands Pakistan. The report contains the environments, goals, objectives, SOPs, HR techniques and management and managerial structure of the firm.

Group Report
Subject

Fundamentals of Management

Submitted by:

Submitted to:

Muhammad Bilal Khalid Syed Mehroz Alam Ayza Ali Peerzada Hasnain Rasheed Sumbul Hanif MBA 10 (3.5 Years)

Mrs. Tehmina Khan

National University
Of Computer & Emerging Sciences Islamabad

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Table of contents
1. 2. 3. 4. 5. 6. Dedication....................................................................................... 4 Acknowledgement.......................................................................... 5 Executive summary......................................................................... 6 Introduction to organization........................................................... 7 Organizations culture..................................................................... 9 Organizations environment........................................................... 10 a. External environment............................................................. 10 b. Task environment................................................................... 12 c. Internal environment.............................................................. 14 7. Organizations goals a. Strategic goals........................................................................ 15 b. Tactical goals.......................................................................... 15 c. Operational goals.................................................................. 16 8. Organizations planning a. Standing plans...................................................................... 17 b. Single use plans.................................................................... 22 9. Organizations objectives a. Primary objectives............................................................... 23 b. Secondary objectives........................................................... 23 10.Organizations structure & Hierarchy............................................ 24 11.Organizations human resource process........................................ 29 12.HR motivation techniques and tools............................................. 33 13.Control mechanism...................................................................... 34

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Dedication
As the students of Fundamentals of Management, we dedicate this project to our parents. Without their patience, understanding, love and most of all prayers, the completion of this work would not have been possible.

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ACKNOWLEDGMENT
First of all we would like o thank Allah almighty; due to his blessings we are able to complete our project. Apart from the efforts of our group, the success of any project depends largely on the encouragement and guidelines of many others. We take this opportunity to express our gratitude to the respected teacher Mrs. Tehmina Khan. She has been instrumental in the successful completion of this project. We are extremely thankful to Mr Richard Garstang (Chief Technical Advisor, Programme Management Unit, Islamabad) and Mr Ahmad Khan (Regional manager NAWC/MCWC, Programme Management Unit, Islamabad) for their hospitality and co-operation in providing us all the information we required. Our special thanks to Mr. Yasir Rasheed (senior programme accountant, Wetlands Pakistan) for his guidance and help in all the aspects whenever required.

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Executive Summary
The Pakistan Wetlands Programme (PWP) aims to promote the sustainable conservation of freshwater and marine wetlands and their associated globally important biodiversity in Pakistan. The programme strategy is based on two sub-sets of objectives. The first will provide the required policy, institutional, technical and financial framework and generate positive public support essential for the mainstreaming of wetlands conservation. The second involves the design and implementation of Sustainable, participatory management plans for four independent Demonstration Sites, each chosen to be representative of a broad eco-region in Pakistan. It includes specific mechanisms to secure financial sustainability and enhanced replication and proliferation of viable wetlands management interventions in a nation-wide, on-going wetlands conservation initiative. Wetlands has a highly adaptive culture. It has three layered environment as any other organization. It has no competitors. Major donors are UNDP, GEF, WWF Pakistan, Kingdom of Netherlands and Pakistan Poverty Alleviation Fund. It is currently in a partnership with Barclays Bank. Its main goal is to conserve wetlands for the benefit of human lives. As wetlands are the largest carbon sinks, these can affect the weather (global Warming). It counters soil erosion and lessens the possibility of floods. Wetlands planning is mainly done by GEF and UNDP. The organization is a Mixture of learning and centralised organization. It has a matrix structure. The organization has a vertical as well as horizontal hierarchy. Wetlands Pakistan has a separate HR management and follows various defined HR recruitment, maintenance and motivation techniques. The organization has a clearly defined and transparent control mechanism. These controls / checks and balances include internal audit teams, Employee information system, inventory control systems etc.

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The Pakistan Wetlands Programme (PWP) aims to promote the sustainable

conservation of freshwater and marine wetlands and their associated globally important biodiversity in Pakistan. The programme strategy is based on two sub-sets of objectives. The first will provide the required policy, institutional, technical and financial framework and generate positive public support essential for the mainstreaming of wetlands conservation. The second involves the design and implementation of Sustainable, participatory management plans for four independent Demonstration Sites, each chosen to be representative of a broad eco-region in Pakistan. It includes specific mechanisms to secure financial sustainability and enhanced replication and proliferation of viable wetlands management interventions in a nation-wide, on-going wetlands conservation initiative.

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In Pakistan, wetlands cover approximately 10% of its total area including both natural and manmade. Pakistan is a signatory to the international Ramsar Wetlands Convention and has adopted the comprehensive wetlands definition used by the parties to this Agreement: Areas of marsh, fen, peat land or water, whether natural or artificial, permanent or temporary, with water that is static, flowing, fresh, brackish or salt, including areas of marine water, the depth of which at low tide does not exceed six metres. Presently 19 wetlands of Pakistan have been designated as Ramsar Sites, with a total surface area of 1,343,627 hectares. Pakistans wetlands and their rich biological resources are threatened by over-exploitation, habitat destruction and polluted environments. The main causes for wetland degradation are ineffective management, poor stakeholder participation and lack of coordination for management strategies. Pakistan Wetlands Programme is being specifically implemented under the umbrella of the long-standing Ramsar Convention. The Programme aims to promote the conservation of the countrys freshwater and coastal wetlands and their associated biodiversity. Creation of an enabling environment for the conservation of these pristine wetlands is one of the primary outcomes of the project. Project activities are being carried out in the areas given below. a) Strengthening of appropriate institutions for the sustainable management and conservation of wetlands. b) Development and implementation of a comprehensive National Conservation Strategy. Wetlands

c) Enhancement of planning and management capacity for wetlands conservation by the introduction of decision-making tools such as Geographic Information Systems. d) Enhancement of technical capacity within key government agencies and communities to conserve wetlands. e) Improvement of public awareness and support for wetlands conservation and Development of effective financial sustainability mechanisms

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Organizations Culture
The external environment has a big influence on organizations culture. Cultures vary widely across organizations. In wetlands Pakistan the organizational culture is of adaptive nature. It has a strong corporate culture as well as high tendency to adapt culture according to the external environment. The managers are concerned about the internal people and processes that bring about useful change and high efficiency. Wetlands being an International programme has various cultures. But in Pakistan the culture within the organisation has to be conservative as too many limitations on the people are posed by their religion, culture and norms. The wetlands programme is in very remote areas where the population is not literate, they have different customs as a female has to have a male person with her on work because shes not allowed to work alone, here comes the adaptability the organization adapts to that environment and facilitates such customs.

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Organizations Environment
Organizational environment contains all elements existing inside/outside the organization that has the potential to effect the organization. An organization has a three layered environment consisting of an external environment and internal environment. The external environment further consists of (i) General Environment and (ii) Task Environment.

External Environment:
General Environment:
The general environment of the firm consists of following factors: i. ii. iii. iv. v. Political Economical Social Technological International

Political Dimension for Wetlands

As Wetlands Pakistan is a project of Ministry of Environment, Pakistan. It has some political advantages and some disadvantages. Being a government body it has free access to all the required places. Wetlands has full government support for all their projects all over the Pakistan. But it is not directly affected by any political changes in Pakistan as it not in a direct contact with the government, the programme is running under government control but the working is maintained on a Work done system. When wetlands does some work it presents it to the government and the government then releases funds for that work done. Wetlands may be affected by the changing political environment in Pakistan. The political uncertainty makes it difficult to get coordinated with the ministry. One important need is that legal support system or restrictions needs to be impose by the government.

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Economical Dimension for Wetlands

Wetlands Pakistan is directly affected by the economical position of the country, as the funds to be released get postponed if any economical disorder or difficulty arises and affects the working of the organization. Recently due to economic recession in the country the wetlands has downsized their offices and employees. The downsizing came as a result of poor funding from the government. That poor funding itself is the result of economic problems in the government and hence disfiguring the economic environment.

Social Dimension for Wetlands

Social factor that is affecting the wetlands is the social practices of the people in Pakistan. There is very less awareness about the programme in Pakistan. Most of the people even do not know what wetlands are? The main task for the organization is to create awareness and understanding of the programme among the people. For this purpose the wetlands has organised many awareness programmes in schools and other places in cities as well as rural areas. The more the people understand about these wetlands and their benefits the more it gets efficient and effective.

Technological dimension for Wetlands

Wetlands is fully geared in terms of technology. They have the latest equipment and gear for their work. Wetlands is also promoting itself by introducing new technology like Biogas plants in areas where wetlands are. Wetlands has the latest in their diving equipment and other operational equipment. It has a resources and technological headquarter at Lahore. Wetlands have research boats, GPS Systems, scuba diving equipment etc.

International Dimension for Wetlands

Wetlands is an international project by Ramsar. Its main funding comes in from international organizations such as UNDP, GEF, WWF and Kingdom of Netherlands. It has no international competition but support from the afore mentioned Organizations. Many of the Management persons are hired from abroad where they have specialists. These people then train Locals and handover the work to them.

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Task Environment:
It consists of following four components: i. ii. iii. iv. Suppliers Competitors Customers Labour market

Suppliers
Wetlands is a service to conserve the areas so it has different types of suppliers. Their main inputs are funds, Diving gear, biogas plants, stationary etc. Their major donors are as follows: i. ii. iii. iv. v. vi. UNDP GEF Kingdom OF Netherlands WWF Pakistan Ministry Of Environment, Pakistan Pakistan Poverty Alleviation Fund (PPAF)

The minor donors include funds accumulated from general public, banks, awareness programmes etc. Wetlands is trying to reach corporate giants. Wetlands has a partnership with the Barclays Bank which provided 10 Biogas plants in central Indus.

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Competitors
Wetlands Pakistan is the only organization of its type in Pakistan. Thus it has no competition or competitors at the present time. But as the time passes and the awareness for these wetlands increases there is a large possibility of new entrants to support the programme.

Customers / Benefiters
As the Wetlands Pakistan is a non Profit organization and the main theme is to conserve the wetland areas there are no customers but benefiters. By maintaining and conserving wetlands we get: Sustenance for agriculture, grazing and fisheries; Provision of vital habitat for wildlife, especially waterfowl; Maintenance of water quality and abatement of pollution; Flood and erosion control; Maintenance of both surface and underground water supplies; Tourism, outdoor education, sport and recreation; and Contribution to global climate control and stability

Labour Market
Wetlands Pakistan has wide labour market for work done at ground level. These are the local people of the area where wetlands occur. These peoples livelihood depends on the wetlands so the organization has to provide them with alternate source of livelihood to start conserve the wetland. Most of them are employed in the labour force of the firm. On the other hand at the managerial and technical level the recruitment is at both national and international level. The main idea is to get the work going train the locals and then hand over the work to them.

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Internal Environment:
The internal environment of the organization consists of the following:

Employees Management Culture

The Wetlands Pakistan has a very cooperative and active internal environment. The employees are empowered in participating openly and providing with their innovations and ideas. The management has a vertical hierarchy with a matrix structure which makes it both centralised and learning organization. The annual planning comes from bottom to upward. More liberty is given to work on their own. The organization inhibits the sense of freedom. As already explained the organization has a strong adaptive culture. The organization adapts according to the changing environments.

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Organizational Goals
The main goal of Wetlands Pakistan is to keep wetlands healthy and functional for benefiting the humans.

Strategic Goals:

Sustenance for agriculture, grazing and fisheries; Provision of vital habitat for wildlife, especially waterfowl; Maintenance of water quality and abatement of pollution; Flood and erosion control; Maintenance of both surface and underground water supplies; Tourism, outdoor education, sport and recreation; and Contribution to global climate control and stability.

Tactical Goals:

Conversion of wetlands and their immediate surroundings for agriculture and other purposes; Damming of rivers and changes in water flow regimes; Over harvesting of many forms of wetlands resources; Felling of timber and deforestation in the catchments areas; Organic and inorganic pollution of wetlands; Policy deficiencies and inadequate management.

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Operational Goals: Ideally, there should be one comprehensive plan for multi designation sites.

In addition to planning the management of nature conservation features, plans should also consider stakeholder interests, cultural aspects (including historical, archaeological, religious and spiritual interests), visitor management / tourism, education and interpretation, and social and economic aspects. The precautionary principle is important in the context of conservation management and planning. It should guide the planning process and influence the way in which we manage sites, habitats and species. Planners should recognize the need to integrate conservation site planning with wider sartorial and land use plans The planning approach should be as uncomplicated as possible (the simpler the better). A management plan should be as large as the site requires and no larger. Corporate support for the planning process is essential, and this should include a formal approval process. Management plans should be easily understood by everyone who has an interest in the site. This will include people who do not have a scientific or technical background. The language used in the plan should, whenever possible, be plain and accessible to all. Plans, and in particular plans for large, complex sites, should include a summary. These can be presented as text, but the addition of annotated maps and illustrations will help to explain issues. Individuals involved in managing a site should, whenever possible, have an involvement in the planning process and, in all cases, ownership of the plan.

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Organizational Plans

Four Independent Demonstrated Sites selected by Wetlands

Organizational Planning for attainment of outlined Objectives (Standing Plans): Wetlands Program envisages a period of 5 years for achievement of their objectives under the name of Pakistan Wetlands Project. Overall duration of this effort is expected to be 7 years with an estimated budget: US$ 11,792,000. The Project is being run under UNDP and GEF mainly.

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UNDP Work Plan The summarized project work plan and budget is given below;

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A little effort may pay very rich dividends

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GEF Work Plan GEFs planning of Wetland Project is based on 10 desired outputs. These can be better understood graphically as under;

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Wetland Project Single Use Plans The NGO has SOPs for Single use plans which are foreseeable in case of any conflicting circumstances /situations. According to the scale of conflicting situation either the board or the complete corium i.e. all the stake holders. Poverty Alleviation Planning (Secondary Objective) All the agencies / organizations / Stake holders, including UNDP and GEF have planned on following prospects to alleviate poverty.

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Organizational Objectives
The Pakistan Wetlands Project (PWP) aims to promote the sustainable conservation of freshwater and marine wetlands and their associated globally important biodiversity in Pakistan. Organizational Primary Objectives Wetland Project strategy is based on two sub-sets of Primary Objectives for its operations in Pakistan. These are as follows; 1. The first addresses important issues such as policy, awareness and capacity to conserve at the national level in order to create an enabling environment for innovative and enhanced conservation of wetlands. This objective will provide the required policy, institutional, technical and financial framework and generate positive public support essential for the mainstreaming of wetlands conservation. 2. The second focuses on the demonstration sites, carefully chosen to broadly represent conditions in each of four wetlands eco-regions in the country and to have substantial potential for replicability. This objective will involve the design and implementation of sustainable, participatory management plans for four independent Demonstration Sites. It includes specific mechanisms to secure financial sustainability and enhanced replication and proliferation of viable wetlands management interventions in a nation-wide, on-going wetlands conservation initiative. Besides these Primary Objectives, Wetland also aims Secondary Objectives at; 1. Improved living conditions through environmental management for sustainable development. 2. Improved water and Natural Resource Management and utilization. 3. A comprehensive approach integrating environmentally sustainable development, global environmental concerns and commitments in national development planning, with emphasis on poverty reduction and with quality gender analysis.

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Structure &Hierarchy of the organization

Organizational Structure in general. In the wetlands organization, the overall management is partially decentralized with the authority semi- delegated to its employees. There are few set of written SOPs which the employees have to follow. WETLANDS organizations focus is on its regional components and there day to day activities. The organization has a vertical and as well as a horizontal structure with each manager holding his own team of employees which he has to channelize to achieve the day to day results. At the same the manager is answerable to vertical chain of command to which he has to report quarterly about his teams progress. Management Arrangements United Nations Development Programme, Pakistan is the GEF Implementing Agency. The Office of the Inspector General of Forests, Federal Ministry of Environment (MOE), Government of Pakistan serves as the Executing Agency. MOE is supported by WWF-Pas the Project Implementing Agency, responsible for Outputs and directly accountable to MOE. IGF is expected to collaborate closely with the federal, provincial and territorial government agencies that are directly or indirectly involved in the Project. NCCW, under the overall supervision of the Inspector General of Forests (IGF) is supposed to perform the role of co-ordination of the Project assuming absolute responsibility for the achievement of the PWPs approved objectives as described in the Project document. The various agreements which provide the management framework of PWP include agreement/ MOU between IGF Office (MOE) and WWF-Pakistan, the Project Cooperation Agreement (PCA) between UNDP-Pakistan and WWF-Pakistan. The overall implementation modalities are governed by UNDPs Project Cycle Operations Manual (PCOM), plus ancillary rules and procedures established for the UN System and WWF-Ps standard operating procedures and staff rules as specified in the Agreements. The role of NCCW, with the assistance of the Project Implementing Agency, is to coordinate all national components of the Project and enter into partnership agreements with the appropriate government partner agencies responsible for the implementation of the area-based initiatives in each of the four Demonstration

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Complexes. NCCW has not played this role so far due to multiple factors including the lack of support from PWP and its own weak capacities.

1. PWP Governance PWP governance mechanism includes a Programme Steering Committee (PSC), a Project Management Committee (PMC), a Technical Committee, Academic Committee, Recruitment Committees and Bid Committees. These are discussed briefly as follows. Programme Steering Committee (PSC) A Programme Steering Committee (PSC) was established in 2006, as provided in the Project Document for supervision of the program, providing overall direction and guidance to PWP team and coordination among the various stakeholders. The membership of the PSC included the relevant federal ministries and agencies, relevant provincial departments, PWP management, and international conservation organizations, Parastatal Organizations (National Drainage Programme, Pakistan Poverty Alleviation Fund), Non Governmental Organizations and PWP Management. PSC has met regularly on almost annual basis as under: 1st Programme Steering Committee Meeting held on 7 February 2006 2nd Programme Steering Committee Meeting held on 22 February 2007 3rd Programme Steering Committee Meeting held on 13 November 2007 4th Programme Steering Committee Meeting held on 2 December 2008 PSC has approved the PWPs Annual Progress Reports of 2005. 2006. 2007 and 2008 and the work plans of 2006. 2007 and 2008. This being the only effective forum (Technical committee is ineffective) so far for the provincial wildlife departments to get an over view of PWP and its implementation, MTR considers this frequency as low. The agreement in the 11th Meeting of the Programme Management Committee held on 28 April 2008 that two meetings of PSC in one calendar year need implementation. PSC is the only forum (Technical Committee is not operational) so far for interaction of provincial wildlife departments but it meets only once a year and for a very short time.PSC is big in membership and a high forum. This does not allow discussing the administrative and operational issues of the project and voicing of concerns and suggestions fully by the participants, especially by the provincial representatives. This interaction has been grossly inadequate for involvement of the provincial wildlife departments in decision making, progress review and work planning. PSC is too big and too high a forum to discuss the project management related issues and to allow voicing of concerns and suggestions fully by the participants, especially by the provincial representatives.

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Project Management Committee (PMC) A Project Management Committee (PMC), informally established in 2005, was endorsed by the 3rd Programme Steering Committee Meeting held on 13 November, 2007. Its membership includes: NPD/IGF/ Head of NCCW (as Chairman of the PMC) DIGF in IGF Office (as MoE Observer) Conservator of Wildlife, NCCW (as PWP Liaison Officer) Programme Officer, UNDP (as Donor) WWF-Pakistan Representative (as PWP implementing agency) NPM/CTA (PWP) and Manager Operations (PWP Technical Committee The PSC approved the constitution of a Technical Committee headed by the IGF/NPD with representation of all the provinces/territories in the 2nd Programme Steering Committee Meeting held on 22 February, 2007 but the committee did not perform as was expected. Academic Committee An Academic Committee was also established (endorsed by the 3rd Programme Steering Committee Meeting held on 13 November, 2007) to consider and approve the matters relating to training and introduction of wetland ecology related courses. The setting of an Academic Committee for an initial period of two years was agreed by PMC with the following membership in its 10th Meeting of the Programme Management Committee held on 20 August 2007. Member Planning Commission, Islamabad. Deputy Director General, WWF Pakistan, Islamabad. Najam Khurshid, PhD, Independent Consultant, Karachi. NPM/CTA, Islamabad. Conservator (Wildlife), NCCW, Islamabad. The central pool of equipment i.e. TREC established is being maintained and operated well by the project. However, site offices are better placed for keeping the equipment required for frequent use by the site teams.

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Wetland Complex Conservation Committees (WCCCs) WCCCs are important vehicle for ensuring regional ownership, participation, effective implementation and post-project sustainability of the program. WCCCs, at the regional level are expected to oversee the implementation of activities at each of the 42 Demonstration Complex, provide site level guidance to SMTs, Village Conservation Committees and approve the Management Plans of the Demonstration Complexes. Devolving authority on to these committees, as mandated in the Project Brief will be crirical for their effectiveness. A formal WCCC has been established for NAWC. It is important that PWP facilitates the process of WCCC formation at other wetland complexes and also assist in their effective working in accordance with the envisaged mandate.

Regional Programme Directors (RPDs) The positions of Regional Programme Directors (RPDs) are critical (Box-4) for effective management of regional programs, and participation and ownership of PWP at the provincial and regional levels. Some of the positions (printed in green on Fig 3 as 01, 02, 07, 25, 42, 43, 50, 57 and 64 were expected to be funded from a Federal or Provincial Government capacitybuilding project running concurrently with the Pakistan Wetlands Programme. The positions of RPDs are included in this group. But it did not happen. Thus, a critical gap in management of wetland complexes appeared which has not yet been filled so far.

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Organization Human Resource Process:

Wetlands Pakistan makes an effective use of the employees to achieve organizational goals. Information technology is transforming human resource management and helping the challenges of todays global environment. Wetlands use human resource management from recruiting, to training and career development to retention strategies.

There is a social contract between Wetlands organization and its employees. The employee contributes through their abilities, education, loyalty and commitment and expects in return that Wetlands would provide wages and benefits, work, advancement and training development throughout the employees working life. Attracting an effective work force: Wetlands make proper human resource planning by which they select and hire employees. They attract qualified candidates for the job whenever demand of appointment arises. They make two types of hiring i.e. temporary hiring and permanent hiring through the techniques of internal and external recruitment and advertisement in newspaper. Afterwards they make competitive testing of their employees. Creation of job marketing is difficult but effective in long run. Wetlands provide detailed job analysis, job description and job specification to its employees.

Selection: Processes adopt by Wetlands for determining skills, abilities and other attributes are very effective. Wetlands implement strategies to put right person at the right job, for making best use of the employees talent and skills.

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Employees selects after going through various tests like employment tests, in order to check their learning, initiative, responsibility, creativity and skills. Employees make contract with Wetlands for particular period after making interview. Professional staff from the private sector may also be considered but will be required to enter into a contract binding them to an appropriate binding period of continued service with their parent organizations after completion of the course.

Training: Wetlands follow specified training procedures. They also have operational procedures for training employees.

A comprehensive curriculum for a one-year post-graduate course in wetlands management will be designed in close consultation with the PWP Academic Advisory Committee. An appropriate university or institution will be selected for the presentation of the course, which will be subsidized by the PWP for an initial period of three years.

Today very few corporate universities offer N.R.Management like Quaid-e-azam University, ARID Agriculture University. HEC provides approval for Wetlands course. Where new employees are given chance to go WWF internationally to see their scenarios are part of Wetlands training. Wetlands provides on job training to teach how to perform job. Wetlands also trained its employees with different technologies. At Lahore there is resource technological head quarter includes latest equipments. Training camps will be set up in or near to a suitable PA and course participants will be trained in aspects such as discipline, law enforcement, public safety, weapons handling, wildlife surveys, fence construction, radio communications, fire-fighting, environmental
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interpretation and provision of tourism guide facilities, etc. Wetlands trains its employees with research boats for going in sea, which has GPRS communication system with dip sound technology.

Employees also train with scuba diving trainings provides with some partly help from Pakistan NAVY.

A locally recruited, technically qualified and experienced specialist will be engaged to serve as Co-coordinator of the Capacity-building and Training Program me. The coordinator will assemble a team of specialists and prepare a long-term training programe for approval by the

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NPD. The training plan and all initiatives aimed at capacity-building will be screened to ensure that they develop synergy with training initiatives in other major projects.

To build the requisite skills for effective and sustainable wetlands management within both government and partner agencies, the Training and Capacity Building Section will conduct a comprehensive needs assessment exercise. This exercise will enable the identification of gaps within the existing knowledge base, the assessment of existing skills, cost-effective methods for sharing them, the requirements for upgrading of skills and the acquisition for new and specialized skills. The needs assessment exercise will be part of a long-term strategy to develop and acquire the capacity for sustainable wetlands conservation at national, provincial/territorial and community levels. The exercise will generate a comprehensive and long-term Training Plan for the sector.

Training courses: The International Training Course on Wetland Ecology and Management in the Lower Mekong Region on 10 - 30 May 2004. Participants from China, Laos PDR, Vietnam, Myanmar and Cambodia attend the training course. The International Training Course on Tropical Wetlands Management in 2006 and 2007. There were 30 participants from Pakistan, Bangladesh, Indonesia, Philippines, Myanmar, Malaysia, Vietnam and Thailand. Thailand by ONEP and Bird Society of Japan (Birdlife Japan) organized a training course for site managers in 2006. The Regional Training Course on Sustainable Use and Management of Coastal Wetlands on 5 - 20 November 2007. There were 30 participants from Republic of China, Philippines, Malaysia, Indonesia, Cambodia, Vietnam and Thailand attend the course

Wages and salaries system: Wetlands Is basically a learning organization so jobs based pay may fail to reward the type of learning behaviour needed for the adaption and survival of Wetlands in todays environment. Hence employees are provided with skill based pay system. Employees having higher skills receives higher pay than those of having lower skills.

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Motivation techniques and tools:

Wetland provides monetary payments and non monetary goods/commodities (benefits and vacations) to reward employees which are their effective motivation technique. Orientation sessions held every second and third month. They take feedback. Based on feedback received during the Project, the course content will be revised and upgraded to improve its effectiveness Short term hiring of trained people working is another tool. The TCBS will develop an appropriate series of short tern hiring, in-service courses for professional level field staff in conjunction with specialists from Wetlands International's training service and other international agencies. These courses will be presented at a minimum frequency of twice per annum. Wetlands make different teams for working on deferent projects of it. It is another effective motivation tool to provide quality output of work. Wetlands provide performance appraisals to its employees and their families to keep them motivated. Competency based pay system encourage employees to develop their skills and competencies thus making them more valuable to Wetlands as well as more employable if they leave their jobs.

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Control mechanism
Wetlands organization has different checks and balances methodologies. Through pay / reward system, budget allocations and employee information system the organization puts control over the performance of its employees and response to the organic environment. The government is behind wetlands organization. There is a reporting relationship between the two in which the government provides the legal support systems and restrictions to which the organization has to adhere. Wetlands use various rules and procedures to check and balance the employees performance. Different people are involved in doing this.WWF made different internal audits to check the performances. On the other hand UNDP provides the external audit systems. MTR, that is the Dutch embassy, technically review Wetlands performance every year. UNDP evaluates the committees within the organization and report to the project and program management about their performances. Project and program management further communicates with the stake holders. Furthermore, PSU facilitates and implements certain procedures for control mechanisms. In addition PSE provides annual reports of wetlands.

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END
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