| dc.contributor.author | Pandey, I. M. | |
| dc.contributor.author | Ramnarayan, S. | |
| dc.date.accessioned | 2010-10-04T11:24:54Z | |
| dc.date.available | 2010-10-04T11:24:54Z | |
| dc.date.copyright | 1994 | |
| dc.date.issued | 1994-10-04T11:24:54Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/9292 | |
| dc.description | Vikalpa, Vol. 19, No. 2, (April-June, 1994), pp. 47-60 | en |
| dc.description.abstract | The case by IM Pandey and S Ramnarayan
published in this issue throws up the
following issues for discussion. First, what
are the major changes in the environment of
AFC and what are the major elements of
AFC's strategy to meet the demands of the
new environment? Second, how should AFC
be organized to perform a developmental
role? What skills, work methods, and culture
should it develop? Third, what should be the
programme for human resource development
and financial policy to fulfil the
organization's mission and objectives? | |
| dc.language.iso | en | en |
| dc.subject | Agriculture | en |
| dc.subject | Finance Corporation | en |
| dc.subject | Zimbabwe | en |
| dc.title | Agricultural finance corporation, Zimbabwe | en |
| dc.type | Article | en |
