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• cgfjZos /fo jf k/fdz{ dfu gug{ ], • dGqLkl/ifbsf] lg0f{o $* 306fleq k|dfl0ft u/L dGqfnodf k7fpg], • ;fdfGo k|zf;sLo lg0f{osf] @ txdfq x'g], • lg0f{o k|lqmofdf ;+nUg x'g]n] ;fdfGotof ! lbgeGbf a9L nufpg gx'g], • lg0f{odf l56f] / ;:tf] ;fwg k|of]u ug{'kg{], • gLltut tyf dxTjk"0f{ k|zf;sLo ljifoafx]ssf cGo ljifodf lg0f{o ubf{ l6Kk0fLsf] k|of]u gug{ ], cflb . ;'zf;g -Joj:yfkg tyf ;+rfng_ P]g, @)^$ n] k|rlnt sfg"g adf]lhd lg0f{o ug{ kfpg] clwsf/Ln] s'g} ljifodf lg0f{o ubf{ k|rlnt sfg"g adf]lhd s'g} lglZrt cjlwleq lg0f{o ug'{ kg]{ /x]5 eg] ;f]xL ;dofjlwleq / To:tf] Joj:yf gePsf]df lg0f{o ug'{ kg]{ ljifosf] k|s[lt x]/L lg0f{o ug{ kfpg] clwsf/Ln] pko'St 7x¥ofPsf] ;dofjlwleq lg0f{o ug'{ kg] { Joj:yf u/]sf] 5 . lg0f{o k|lqmofdf ;d:of b]vf k/]sf] jf:tljstfnfO{ dx;'; u/L ljleGg cfjlws of]hgfx?, jflif{s ah]6 aStJo tyf g]kfn ;/sf/sf] gLlt tyf sfo{qmddf ;d]t o;df ;'wf/;DjGwL k|of;x? x' Fb} cfPsf 5g\ . lg0f{o k|lqmofnfO{ r':t / b'?:t agfpgsf nflu Joj:yfkg ;"rgf k|0ffnL (Management Information System) nfO{ Jojl:yt ug{ ] k|of; ePsf] 5 . ;"rgf k|ljwLsf] pkof]unfO{ Jofks kfg{ vf]lhPsf] 5 . t/ klg lg0f{ostf{sf] bIftf / O{R5fzlQmsf] sdLn] ubf{ To;sf] e/k"/ pkof]u ug{ eg] r's]sf] cfefif ePsf] 5 . jt{dfg kl/k|]Iodf g]kfnsf] lg0f{o k|lqmofdf ljBdfg /x]sf ;d:ofx? tyf ;'wf/ ug{sf nflu ckgfpg'kg{ ] pkfox?nfO{ o;k|sf/ pNn]v ug{ ;lsG5 . ;d:ofx? M • DAWN (Delay decision, Ad-hoc decision, Wrong decision and Not decision). • Vested interest and the political intervention. • Decisions are postponed for 'BHOLI' but that never seems to come.It becomes a good tactics to avoid the decision. 196
• Never ending memo -tNnf] txaf6 p7fg u/]sf] l6Kk0fL ;lrj:t/df k'uL lg0f{o x'gsf] nflu g} nfdf] ;do nfUg] kb;f]kfg_ • Wide gap between prescription and practice. • Not-institutionalization in decision making. • Frequently changing decisions, Not stability. • lg0f{odf cgfjZos s]Gb|Ls/0f, • hf]lvd jxg ug{ ] Ifdtfsf] sdL, • ;d:ofsf] d'Nof+sg / ljsNksf] klxrfg g} gu/L lg0f{o x'g], • Ho", xh"/af6 dgzfo a'em]/ lg0f{o ul/g], • ciki6 P]g / sfg'g, • pQ/bfloTj kG5fpg] k|j[lQ, • Feedback nfO{ dxTj lbg] gul/Psf], • pknJw ;"rgf tyf tYof+ssf] pkof]u g} gePsf • kf/blz{tfsf] sdL, • u[xsfo{, cWoog / ljZn]if0f x'g] gu/]sf], • Resource sf] Vofn} gu/L lg0f{o ul/g] , • hjfkmb]lxtfsf] cefj, • No 'M' and 'E' mechanisms, • Reluctance to participation, • SWOT Analysis sf] sdL, cflb . 197
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Page 231 and 232: 1. Concept of Public Service Delive
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Page 237 and 238: Application of CRCs produced effici
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Page 247 and 248: As outlined in the Nepal Health Sec
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Page 251 and 252: of various castes and ethnic groups
Page 253 and 254: • In the same vain citizens shoul
Page 255 and 256:
At present, local bodies have been
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Introduction Overview on Conflict M
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Managerial actions that minimize co
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It is commonplace for organizations
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Dual concern model of conflict reso
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team members. One reason for this m
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such techniques can help to prevent
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strive to eliminate the source of t
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Resolve remaining differences: Defi
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Cottringer, William. (1997, Aug). C
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