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Subash Dahal

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About Subash Dahal

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  • Birthday 12/27/1984

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  1. How to Face an Interview Most people misconstrue the task that lies before them in the job interview. Some think the interview is a kind of test, and to pass it they must answer all the questions correctly. Others imagine that it’s all about finding out the interviewer’s secret passion for fly-fishing and spending the hour talking about how to cast. Neither approach will get you the job. Instead, think of a job interview as having two purposes: 1 Establishing basic trust with the interviewer. 2 Giving the interviewer a few clear ideas about what you can do for the company. Achieving both of these goals when you’re under pressure takes some planning and advance work. At the most fundamental level, you need to figure out how to align yourself with both the interviewer and the company. So begin by finding out as much as you can about both. Look for things you have in common with the person interviewing you and values you share with the company. Once you’ve done your homework, you’re ready to focus on the interview itself. A question of trust Your primary goal is to establish basic trust with the interviewer. You have only a short time to do so, and it is essential. There isn’t much science to interviewing; most interviewers have little idea of what they’re doing beyond asking some pet questions and coming away with a “gut feeling” about the person. So give your interviewer a good gut feeling. Project trustworthiness. How do you accomplish that difficult feat when you’re nervous and on the spot? If you’re a natural actor, the task is simple. Act comfortable, poised, and friendly. Mirror the body language of the interviewer, especially when she is being open with you. If her body language is reserved or hostile— say, her arms are crossed and she’s half turned away from you— don’t mirror that. Wait for a moment of openness. This kind of acting is difficult to do, however, and most of us don’t do it very well. But if you prepare yourself mentally and emotionally, the body language will follow. Look for ways in which you and the interviewer are alike and talk about them; your body language will then naturally copy hers. Don’t just settle for finding favorite sports teams in common, though; this is superficial stuff. Look for experiences or passions you both share. Have you both vacationed in Aruba? That’s a little better. What was that holiday like? What were the emotions you both experienced? Even better is to discover work-related interests in common and focus on the emotional currents that drive those. Do you both have a passion for creating order out of chaos? Are you list-driven, or are you creative types who like to take each day as it comes? You can’t simply ask these questions; the topics have to come up in anecdotes, examples, and stories that reveal how the interviewer thinks. In short, you have to interview the interviewer. Which leads to the second point. Lay out what you can do Your resume lists all your accomplishments. But they’re in the past. What you need to communicate is how you are going to help the company in the future. The way to start is by doing your homework on the company. Find out how you can help. Then match three ideas with your experience where you’ve done something like it in the past. These experiences have to be chosen with care. There’s nothing wrong with talking about your college sports triumphs— if you can compellingly relate them to the job you want to do for the company. And by the way, don’t just talk about teamwork. That’s a cliché. Sports stories, in particular, have to be chosen and shaped with attention to the point that they make for the interview. Think of your experiences as potential parables—stories with a moral. Anecdotes quickly become maddening when they are not sufficiently pointed. How many times has your mind wandered seconds into this kind of story? Last Wednesday—or was it Tuesday? No, it was Wednesday, because my wife always takes the boys to Scouts on Wednesday, and she was late getting back from Scouts, which is why I remembered—I was talking to my friend Bill—or was it Jim? Yes, it was Jim because he was running ragged that day…. You get the idea. We’re a minute into the story and we don’t even have the beginnings of a glimmer of a point on the horizon. It is good to personalize stories—make them about you or someone you know. But personal stories have to be especially well shaped, or the interviewer won’t be able to bear to listen to them. In an interview, the stakes are very high. Make your stories do double duty, at the least. They should illustrate the good job you’ll be able to do for the company if you’re hired. And they should have an emotional subtext that shows you to be loyal, trustworthy, a hard worker—some personal quality you need to get across. You should prepare one story that highlights a significant failure you’ve had, a story that shows you learning from your mistakes. Why a failure? Some interviewers may ask about a failure you’ve experienced, and if you’re not prepared, your answer may harm rather than help you. Other interviewers will appreciate the subtext: That you’re big enough to admit to making mistakes and to learn from them. This will magnify you in the interviewer’s mind, not diminish you. And such stories have the charm of the unexpected during an interview. Your goal in these situations is first not to give the interviewer a reason to eliminate you, and second to give him some reason to remember you, to make yourself stand out in some way from the herd. Finally, prepare some specific questions for the interviewer. When the interviewer asks, “Now what questions do you have for us?” nothing is more lame than saying, “Uh, I don’t really have any, I guess.” So be prepared to ask specific questions that your research has unearthed. What was the thinking behind a marketing campaign? A new product launch? How well does the company’s vision line up with its actual activities? And always have questions like the following up your sleeve: _ What would constitute success in this job? _ How would you know that it has been achieved? _ Can you give me an example of a previous success? _ How was the employee rewarded? _ Can you give me an example of a significant failure someone on the team has experienced? _ What happened? Was the employee punished? Now go interview with confidence. Lean forward, show some excitement, and tell the interviewer how the experience you gained herding llamas in Peru can help her company thrive in the difficult economic environment we find ourselves in. Perhaps herding llamas is ideal training for becoming an excellent project manager, one who brings costs down and speeds up completion times. Be as specific as you can, especially if invited to by the interviewer. Don’t overpromise. But this is not a time to be shy. It’s unlikely that others will recognize your hidden promise if you don’t point it out. Especially if your experience doesn’t precisely match the new job, you’ll need to do some bridging and explaining to show why you can succeed in the new environment. Get in the right frame of mind, and your body language will send the right trust messages. Go in armed with what you can do for the company, and you’ll get the offer. What you do with the offer is up to you.
  2. Microfinance An effective poverty reduction strategy Microfinance is often considered one of the most effective and flexible strategies in the fight against global poverty. It is sustainable and can be implemented on the massive scale necessary to respond to the urgent needs of those living on less than $1 a day, the World’s poorest. Microfinance consists of making small loans, usually less than $200, to individuals, usually women, to establish or expand a small, self-sustaining business. For example, a woman may borrow $50 to buy chickens so she can sell eggs. As the chickens multiply, she will have more eggs to sell. Soon she can sell the chicks. Each expansion pulls her further from the devastation of poverty. Microfinance, the Grameen way, includes several support systems that contribute greatly to its success. Microfinance institutions offer business advice and counseling, while clients provide peer support for each other through solidarity circles. For example, if a client falls ill, her circle helps with her business until she is well. If a client gets discouraged, the support group pulls her through. This contributes substantially to the extremely high repayment rate of loans made to microfinance entrepreneurs. An equally important part of microfinance is the recycling of funds. As loans are repaid, usually in six months to a year, they are re-loaned. This continual reinvestment multiplies the impact of each dollar loaned. Microfinance has a positive impact far beyond the individual client. The vast majority of the loans go to women because studies have shown that women are more likely to reinvest their earnings in the business and in their families. As families cross the poverty line and micro-businesses expand, their communities benefit. Jobs are created, knowledge is shared, civic participation increases, and women are recognized as valuable members of their families and communities.
  3. Top 10 Ways to Annoy Your Coworkers Do you want to know how to make your coworkers hate you? Follow this advice. These are surefire ways to ensure your coworkers will look forward to the day you are gone. Avoid these behaviors if you want to help create harmony in your workplace. 1. Talk Loudly on Your Cell Phone ... Especially in the Bathroom Your coworkers don't want to listen to your cell phone conversations. They are not as entertaining to anyone as they are to you. More importantly, they don't want to hear you talk on your phone while you are in the bathroom. It makes them uncomfortable. 2. Take Credit for Your Coworkers' Contributions to a Project When your boss congratulates you on a job well done, don't mention that you had a lot of help. Why does she need to know anyway? Team work, shmeam work. Better to look like you did it all on your own. And, when you need some help on the next project, where do you think your co-workers will be? Not on your team. 3. Come to Work Sick If you have a cold or a stomach virus, spread it around. Your coworkers will thank you. On second thought, no they won't. Well, hopefully they'll have the decency to call in sick and stop spreading the illness further. 4. Share Everything With Your Coworkers Your coworkers are a curious bunch so it is in their best interests if you tell them everything about your personal life — even if, no make that especially if, it makes them uncomfortable. Your motto should be "too much information is never enough." 5. Talk to Your Coworkers About Religion and Politics Ah, religion and politics ... two topics about which everyone is in total agreement. Well, not exactly. Your coworkers may be very sensitive about these topics so if you want to offend them in a hurry, make sure they know why your beliefs are the only right ones. 6. Tell Your Coworkers Dirty Jokes Everyone appreciates a good joke, right? That may be true, but while most people appreciate a good joke, many are put off by dirty jokes. It's not your problem so keep telling those jokes, but don't be surprised if you find yourself accused of sexual harassment one day. 7. Spam Your Coworkers Forward tons of email to all your coworkers. The content doesn't matter. Send it all — chain letters, jokes, and petitions. They'll be thinking of you as they keep hitting that delete button. 8. Chew Your Gum Loudly Nothing sounds as yummy as the noise made by someone cracking their chewing gum and smacking their lips. It may drive your coworkers crazy, but isn't that what you're trying to do? 9. Don't Carry Your Own Weight If you don't do your fair share of the work required by your department, your coworkers will have to pick up the slack. They'll be so exhausted from doing all the work, they won't be able to thank you. 10. Talk Down to Your Coworkers You may think talking down to your coworkers will build you up, but a condescending attitude will not make you appear stronger. It will, however, make your co-workers resent you.
  4. 11 Ways to Build Your Personal Brand • Rethink the way you view your career. Don’t think of yourself as an employee but as an asset to that you own. Forget your job title. Ask yourself: What do I do that brings value? What I am most proud of? • Reassess your loyalties. Put loyalty to yourself first. Then be loyal to your team, your project, your customers, and your company. • Be authentic. Be honest about who you are -- your attributes and qualities. If you know yourself, you can promote an honest brand. • Learn from the big brands. Identify what makes you distinctive from the competition. What have you done recently to make yourself stand out? What would your colleagues or your customers say is your greatest strength? • Make yourself visible. Build your profile internally and externally. Ways to do this include networking, signing up for high-profile projects, showcasing your skills in presentations or workshops, writing for internal or external publications, volunteering for committees or panel discussions at a conference. • Be consistent. Ensure that your message is consistent. If it is erratic, it will undermine your efforts. Everything you do -- and choose not to do -- contributes to your personal brand, from the way you talk on the phone to the way you behave at meetings or write emails. • Balance substance with style. Don’t forget that the way you do things is often as important as what you do. Do you speak succinctly? Do you command attention? Do you look the part? • Build and manage your marketing network. Your friends, colleagues, clients, and customers are an important marketing vehicle for your brand. What is said about you will determine the value of your brand. • Learn to influence. Use your personal power, your role and your network. But use them sensitively and intelligently, or else you will not be regarded as a credible or trustworthy leader. • Seek feedback. It’s critical to keep checking the value of your brand. This can be done by formal methods such as 360 feedback or informally, by asking people around you for honest and constructive feedback on your performance. Another good way to check is to go for job interviews, regardless of whether you wish to change jobs, which will help you test your market value. • Reassess. Keep checking what motivates you. What's your personal definition of success? Write yourself a personal statement about why you work and check it regularly.
  5. Many job-aspirants write a lengthy application letter. How ever, application letters for job tend to be long winded but it is best to try to keep it to one side of page and to no more than three to four paragraphs that consist of short, simple sentences. Structure of an application • Introduction The first paragraph of the application letter is the most important; it sets everything up - the tone and focus. Try to provide with a reason to carry on reading your appli- cation letter and make the first paragraph an attention- grabbing one. It is a good idea to begin by addressing the letter to a particular person if you can get hold of this information. This paragraph should be brief and to the point, indicating which job you are applying for (including a job reference number if there is one) as well as the source of your information (newspaper advertisement, personal contact etc) and an explanation as to why you have applied for this job. • Main Body In the main parts of the application letter, you present your work experience, education, training - whatever makes that connection between you and the job you are seeking. Remember that this is the most important job you have to do in this letter - to enable the reader to see the match between your qualifications and the requirements for the job. It may be a good idea to split the body into two paragraphs with the first focusing on the needs of the company and role requirements. You need to explain why you have applied to them, indicating the main job requirements. This will show you have done research into the company, tailoring the letter to them to be unique. In the following paragraph you need to match these to your skills and abilities, highlighting why you are right for the job and elaborating your achievements. Try to include information not already on your CV, be positive and confident and write it with a bias to the future rather than the past. • Closing Paragraph In the last paragraph of the application letter, you can indicate how the prospective employer can get in touch with you and when are the best times for an interview. This is the place to urge that prospective employer to contact you to arrange an interview. It is important to end the letter strongly and on a positive note. End the letter with something like 'I very much look forward to hearing from you' and 'Yours Sincerely' and finally, don't forget to sign and print your name! Once you have written your letter, check it several times for any mistakes you may have made and check all the information you have provided them with is correct and accurate. Align the company address to the left side and your address to the right and make sure the paragraphs are justified, the font is the same throughout the letter and on your CV and that it looks neat and tidy!! If you are not replying to an advertised position, it is more appropriate to write a speculative letter to a company that you would like to work for. The cover letter will therefore be slightly different, it should begin by stating what work you are particularly seeking, say why you want to work for this company and ask for your CV to be kept and to be contacted, if any vacancies open.
  6. One of my friends is interested in taking course on "Certified Public Accounting (CPA)". As far as I know, it is an accounting course popular in the US, just like our CA course or ACCA (UK). It is not in my knowledge whether we can do the course staying here in Nepal or if any institutions offering the tution classes.It would be highly informative for me if anyone shares me about this. Thanking you in anticipation.
  7. MORE THAN JUST TALK Detractors often call the United Nations a "talking shop" of 192 nations where, it has memorably been said, "no issue is too small to be debated endlessly." But the real UN, almost invisible to the general public, is the action-oriented UN. This real UN feeds 90 million people in more than 70 countries--forming a thin blue line between hungry people and starvation. It wipes out debilitating diseases like smallpox and polio and vaccinates 40 percent of the world's children. It provides $2 billion annually in emergency disaster relief and maintains the second-largest army in the world--aglobal peacekeeping force of120,000 men and women who go where others can't or won't go. In my travels, often to the world’s most difficult places, I always try to meet the faces behind these facts and figures. At a film festival in Jackson Hole, Wyoming, I recently introduced a few of them to Hollywood screenwriters and directors who wanted to learn more about the UN. One was a young Canadian woman from Unicef, the UN agency dedicated to the protection, well-being and rights of children the world over. Her name: Pernille Ironside. Her job: to go with a small team into the eastern wilds of the Democratic Republic of the Congo. There she confronts warlords and demands that they give-up their "child soldiers," boys and sometimes girls as young as 8 or 10who have been recruited or kidnapped to fight in the country's long-running guerilla wars. Often as not, she succeeds. Over the past few years, the UN mission in the DRC has secured the release of32,000 of an estimated 35,000such children. Pernille hopes to win back the rest by the end of this year. Another was Kathi Austen, a UN arms-trafficking expert who has spent much of the past decade tracking illegal weapons smugglers operating in the DRC and other conflict zones across Africa. Partly as a result of her dogged efforts, the alleged leader of one of the world's largest trafficking networks, Viktor Bout, was recently arrested on terrorism charges in Thailand. Ishmael Beah, a Unicef advocate for children affected by war, told of his life as a child soldier during the decade-long civil war in Sierra Leone. Thanks to a UN rehabilitation program, he not only survived but thrived, eventually finding his way to America where he attended Oberlin College and wrote a best-seller about his experiences. A young woman from Sierra Leone, Mariatu Kamara, told her story, as well. At the age of 12, rebels killed her parents and, as happened to many thousands of other children, cut off both her hands. With the UN's help, she too survived. She is now living with an adoptive family in Toronto and going to college. She returns periodically to her homeland to share her story and raise awareness about the work Unicef does around the world. In my job I meet many other faces of this real UN, seldom so famous but no less selfless or dedicated. Indeed, our most important work is often the least visible. Visiting West Africa this spring, I saw UN teams in Liberia struggling to help the government restore the most basic social services after years of war: electricity, water, sanitation, schools. In Ivory Coast, I met with UN advisers helping a nation divided by conflict to hold elections and usher in an era of genuine and enduring democracy. In Burkina Faso, just south of the advancing Sahara desert, the UN has been bringing diesel generators to rural villages without power. The machines are used to grind grain, alleviating hunger; they can recharge cell phones, allowing farmers to be in touch with regional markets and help them decide what and when to plant. Usually these small enterprises are run by women's collectives, giving them new authority and status in their communities. Through such small actions we change the world. Sometimes, I wonder how it is that I, growing up as the poorest of Korean youngsters in a village destroyed by war, not always knowing where my family's next meal would come from, could one day be part of this noble enterprise. As for the Talk Shop on Turtle Bay, site of UN headquarters in New York, let us remember that talking sometimes achieves things, too. It’s the talk that put UN peacekeepers on the ground in 18 countries on four continents. It's the talk that raises the money and mandates the programs that feed so many of the world's hungry. It’s the talk that marks the world's first steps toward dealing with climate change, the global food crisis and a daily array of humanitarian crises. The convening power of the UN is the ultimate "soft power" on the globe.
  8. I have included some of the interesting references and examples mentioned in the book. Hope the readers find it interesting. • Robert Fulton invented the steamboat. On the banks of the Hudson River he was displaying his new invention. The pessimists and the skeptics were gathered around to observe. They commented that it would never start. Lo and behold, it did. As it made its way down the river, the pessimists who said it would never go started shouting that it would never stop. What an attitude! • There was a hunter who bought a bird dog, the only one of its kind in the world. That could walk on water . He couldn't believe his eyes when he saw this miracle. At the same time, he was very pleased that he could show off his new acquisition to his friends. He invited a friend to go duck hunting. After some time, they shot a few ducks and the man ordered his dog to run and fetch the birds. All day-long, the dog ran on water and kept fetching the birds. The owner was expecting a comment or a compliment about his amazing dog, but never got one. As they were returning home, he asked his friend if he had noticed anything unusual about his dog. The friend replied, "Yes, in fact, I did notice something unusual. Your dog can't swim." • To give you an example of selective listening, let me share with you a story I heard about a medical doctor who was invited as a guest speaker to address a group of alcoholics. He wanted to make a demonstration that would be powerful enough to make people realize that alcohol was injurious to their health. He had two containers, one with pure distilled water and one with pure alcohol. He put an earthworm into the distilled water and it swam beautifully and came up to the top. He put another earthworm into the alcohol and it disintegrated in front of everyone's eyes. He wanted to prove that this was what alcohol did to the insides of our body. He asked the group what the moral of the story was and one person from behind said, "If you drink alcohol you won't have worms in your stomach." Was that the message? Of course not. That was selective listening--we hear what we want to hear and not what is being said. • There is a story about a man who sold hot dogs by the roadside. He was illiterate, so he never read newspapers . He was hard of hearing, so he never listened to the radio. His eyes were weak, so he never watched television. But enthusiastically, he sold lots of hot dogs. His sales and profit went up. He ordered more meat and got himself a bigger and a better stove. As his business was growing, the son, who had recently graduated from college, joined his father. Then something strange happened. The son asked, "Dad, aren't you aware of the great recession that is coming our way?" The father replied, "No, but tell me about it." The son said, "The international situation is terrible. The domestic is even worse. We should be prepared for the coming bad time." The man thought that since his son had been to college, read the papers, and listened to the radio, he ought to know and his advice should not be taken lightly. So the next day, the father cut down his order for the meat and buns, took down the sign and was no longer enthusiastic. Very soon, fewer and fewer people bothered to stop at his hot dog stand. And his sales started coming down rapidly. The father said to his son, "Son, you were right. We are in the middle of a recession. I am glad you warned me ahead of time." • Jo John, a woodcutter, worked for a company for five years but never got a raise. The company hired Bill and within a year he got a raise. This caused resentment in John and he went to his boss to talk about it. The boss said, "You are still cutting the same number of trees you were cutting five years ago. We are a result-oriented company and would be happy to give you a raise if your productivity goes up." John went back, started hitting harder and putting in longer hours but he still wasn't able to cut more trees. He went back to his boss and told him his dilemma. The boss told John to go talk to Bill. "Maybe there is something Bill knows that you and l don't." John asked Bill how he managed to cut more trees. Bill answered, "After every tree l cut, l take a break for two minutes and sharpen my axe. When was the last time you sharpened your axe?" This question hit home like a bullet and John got his answer. • An eagle's egg was placed in the nest of a prairie chicken. The egg hatched and the little eagle grew up thinking it was a prairie chicken. The eagle did what the prairie chickens did. It scratched in the dirt for seeds. It clucked and cackled. It never flew more than a few feet because that is what the prairie chickens did. One day he saw an eagle flying gracefully and majestically in the open sky. He asked the prairie chickens: "What is that beautiful bird?" The chickens replied, "That is an eagle. He is an outstanding bird, but you cannot fly like him because you are just a prairie chicken." So the eagle never gave it a second thought, believing that to be the truth. He lived the life of and died a prairie chicken, depriving himself of his heritage because of his lack of vision. What a waste! He was born to win, but was conditioned to lose. The same thing is true of most people. The unfortunate part of life is as Oliver Wendall Holmes said, "Most people go to their graves, with music still in them." We don't achieve excellence because of our own lack of vision. • Trials in life can be tragedies or triumphs, depending on how we handle them. Triumphs don't come without effort. A biology teacher was teaching his students how a caterpillar turns into a butterfly. He told the students that in the next couple of hours, the butterfly would struggle to come out of the cocoon. But no one should help the butterfly. Then he left. The students were waiting and it happened. The butterfly struggled to get out of the cocoon, and one of the students took pity on it and decided to help the butterfly out of the cocoon against the advice of his teacher. He broke the cocoon to help the butterfly so it didn't have to struggle anymore. But shortly afterwards the butterfly died. When the teacher returned, he was told what happened. He explained to this student that by helping the butterfly, he had actually killed it because it is a law of nature that the struggle to come out of the cocoon actually helps develop and strengthen its wings. The boy had deprived the butterfly of its struggle and the butterfly died. Apply this same principle to our lives. Nothing worthwhile in life comes without a struggle. As parents we tend to hurt the ones we love most because we don't allow them to struggle to gain strength. • The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon Hill wrote, "Whatever the mind of man can conceive and believe, the mind can achieve." A young man asked Socrates the secret to success. Socrates told the young man to meet him near the river the next morning. They met. Socrates asked the young man to walk with him toward the river. When the water got up to their neck, Socrates took the young man by surprise and ducked him into the water. The boy struggled to get out but Socrates was strong and kept him there until the boy started turning blue. Socrates pulled his head out of the water and the first thing the young man did was to gasp and take a deep breath of air. Socrates asked, 'What did you want the most when you were there?" The boy replied, "Air." Socrates said, "That is the secret to success. When you want success as badly as you wanted the air, then you will get it." There is no other secret. A burning desire is the starting point of all accomplishment. Just like a small fire cannot give much heat, a weak desire cannot produce great results.
  9. HUBERT H. HUMPHREY FELLOWSHIP PROGRAM The Commission for Educational Exchange between the United States and Nepal (also known as the Fulbright Commission and USEF/N) announces the competition for Hubert H. Humphrey Fellowships for the academic year 2009-2010. The Humphrey Fellowship Program brings mid-career professionals from developing countries to the United States for one academic year of graduate study and related practical, professional experiences. Fellowships are granted competitively to professional candidates who can demonstrate a commitment to public service in the government, NGO, or private sectors and potential for national leadership. The Hubert H. Humphrey Fellowship is a non-degree program. The Humphrey Fellowships are offered only in the following areas: 1. Agricultural and Rural Development 2. Communications/Journalism 3. Substance Abuse Education, Treatment and Prevention 4. Economic Development/Finance and Banking 5. Educational Administration, Planning and Policy 6. HIV/AIDS Policy and Prevention 7. Human Resource Management 8. Law and Human Rights 9. Natural Resources, Environmental Policy and Climate Change 10. Public Health Policy and Management 11. Public Policy Analysis and Public Administration 12. Teaching of English as a Foreign Language 13. Technology Policy and Management 14. Trafficking in Persons, Policy and Prevention 15. Urban and Regional Planning General Requirements for Entering the Competition Applicants must have at least 4 years of progressively more responsible professional experience in Nepal, be under 45 years of age, and possess the equivalent of a U.S. bachelor’s degree (i.e., at least six years of study beyond SLC). Except in the field of journalism, applicants must hold policy-level positions as Managers, Administrators or Planners. Please note that teachers, technicians, or researchers (except for teachers of English as a Foreign Language and specialists in substance abuse education, treatment and prevention) are not eligible for the Humphrey Fellowship. An applicant’s employment record must show a pattern of exceptional career progress. Qualified women candidates and members of underserved communities are strongly encouraged to apply for this exceptional professional development opportunity. Application Forms The application form and further information are available on the Commission website www.fulbrightnepal.org.np. Interested persons are encouraged to access and download the application and information from the website since the application form needs to be completed using a computer or a typewriter. Out-of-valley residents who are interested in the program but do not have access to the internet or email can request a paper application to be mailed to them by calling 4444780 ext. 24 between 10 a.m. - 12 p.m., Monday - Friday before July 22, 2008. COMPLETED APPLICATIONS MUST REACH THE COMMISSION NO LATER THAN 4:00 P.M., FRIDAY, AUGUST 1, 2008. INCOMPLETE OR LATE APPLICATIONS WILL NOT BE CONSIDERED. Source: http://fulbrightnepal.org.np/Humphrey08.php
  10. I have attached an e-book "You Can Win"-One of the best sellers by Shiv Khera, also known as Management Guru. Hope the book works wonders to all those who are interested.. Thank You.. You_Can_Win.pdf
  11. Thanks man for your time and response. I would also share any new things if I ever find them.
  12. Thanks Yogesh jee for your helping hands... I found the forum really exciting. It was a pleasure browsing through it. Great job man
  13. Hi and Namaste to all!!! I have been a huge admirer of economic studies. Being a student of Economics, I have been continuously browsing through some sites relating to economy and business. www.economist.com has been my favorite site these days. I would appreciate to learn many new things occuring in the world economy, including the things going on in our own country. I would thus, request you to let me informed about such issues. Any useful web-sites would give me a great fovor. Anticipating for your response. With Regards!!
  14. Thanks guys. Even the simple but the most useful things remain unexplored without the help of guys like you. I am anticipating for other useful tips....Kudos!!!
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