internship report. mujyanama lambert
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ACKNOWLEDGEMENT
First and foremost, my thanks go to the Almighty God whom has kept me safe strong during
the period on my internship
Special thanks go to my supervisor Mr. Cyprian KANANURA (DAF COOJAD) for his
guidance, and the time he sacrificed for me; without him, this work would not have been
possible.
My sincere thanks go to KIGALI INDEPENDENT UNIVERSITY (ULK), especially the
Faculty of Economic Sciences and Management, Department of MANEGEMENT for the
knowledge and skills I acquired from them.
My thanks go to entire Staffs of COOJAD for assistance they rendered to me by the way of
providing necessary information
I wish to acknowledge the love and endless support of my Family especially my brother
Evalde NDABIKUNZE and his wife Esperence UWANYIRIGIRA, toward the fulfillment of
my academic obligations.
I highly appreciate UWIKUNDA Manasse’s family, MUKAMA Joseph’s family, for their
encouragement, prayers during my studies.
I also express my thanks to all my friends: NDAHIRO R. Olivier, NDIKUMANA
RUTAYISIRE Eric, KANANURA G. Credo, NDIZEYE Gisele, UWIMANA Felicité,
MUSANIWABO Flora, NKOTANYI Benito, and all my Classmates for their contribution in
one way or another towards the fulfillment of my academic obligations.
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LIST OF ABREVIATIONS, ACRONYMS AND SYMBOLS
AF : Administration and Finance
AMIR :Association of Micro-finance Institutions in Rwanda
BNR : Banque Nationale du Rwanda (National Bank of Rwanda)
COOJAD : Coopérative de la Jeunesse pour l’Auto-Emploi et le Développement
ICI : Internal Control and Inspection
MINEDUC : Ministère de l’Education (Ministry of Education)
MINICOM : Ministère du Commerce and de l’Industrie (Ministry of Trade and Industry)
OD : Operations Department
ULK : Université Libre de Kigali (Kigali Independent University)
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TABLE OF CONTENTS
ACKNOWLEDGEMENT...........................................................................................................I
LIST OF ABREVIATIONS, ACRONYMS AND SYMBOLS............................................II
ABSTRACT..............................................................................................................................V
CHAPTER I: GENERAL INTRODUCTION.......................................................................1
1.1 BACKGROUND.................................................................................................................1
1.2. AIM OF THE FIELD WORK..........................................................................................2
1.3 OBJECTIVES OF INDUSTRIAL TRAINING...............................................................2
1.3.1 General objective of the training....................................................................................2
1.3.2 Specific objectives of the training...................................................................................2
1.4 METHODOLOGY.............................................................................................................2
1.4.1 Introduction......................................................................................................................2
1.4.2 Participatory Approach...................................................................................................2
1.4.3 Observation......................................................................................................................2
1.4.4 Interviews..........................................................................................................................3
1.4.5 Documentation.................................................................................................................3
2.4.1. Mission statement............................................................................................................5
2.4.2. Vision................................................................................................................................5
2.4.3. Objectives of COOJAD..................................................................................................5
2.5. Company Operational departments.................................................................................7
2.5.1 Administration and Finance (AF)..................................................................................7
2.5.2 Internal Control and Inspection (ICI)....................................................................7
2.5.3 Operations Department (OD).........................................................................................8
CHAPTER III: ACTIVITIES AND MAIN FINDINGS IN DEPARTMENT OF
INTERNSHIP...............................................................................................9
3.1 ACTIVITIES DONE DURING INTERNSHIP...............................................................9
3.1.1 Introduction......................................................................................................................9
3.1.2 Time schedule...................................................................................................................9
3.1.3 Problems encountered during the training..................................................................10
3.1.4 Appreciation of the contact with colleagues and Supervisor in COOJAD...............10
3.1.5 Relationship between theory and practice...................................................................11
3.2 MAIN FINDINGS IN DEPARTMENT OF INTERNSHIP..........................................11
3.2.1 Department functions....................................................................................................11
3.2.2 Departmental mission....................................................................................................12
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3.2.3 The departmental Strategic Objectives.......................................................................12
3.3 SWOT ANALYSIS...........................................................................................................12
3.3.1 Definition........................................................................................................................12
3.2.6. Departmental specific priorities during the Internship period................................14
3.3. Balanced Score Card for the year..................................................................................14
3.3.1 Balanced..........................................................................................................................14
3.3.2 Scorecard........................................................................................................................15
CHAPTER IV: CONCLUSION AND RECOMMENDATIONS.......................................16
4.1 Introduction.......................................................................................................................16
4.2 Conclusion.........................................................................................................................16
4.3 Recommendations.............................................................................................................16
BIBLIOGRAPHY...................................................................................................................18
ABSTRACT
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The Government of Rwanda through the Universities and Institutes of Higher Learning
requires every undergraduate student to undergo an Industrial training as a prerequisite to
being awarded a bachelor’s degree. This is aimed at ensuring sustainability and production of
skilled personnel.
It is in this respect that the Kigali Independent University (ULK) approached different Public
and Private Institutions to assist, give opportunity of putting theory learnt for four years into
practice. This area of learning provides a set of essential concepts in the working environment
and empowers students to explore necessary principles to solve problems related to such
environment.
It is from this concept that I conducted my Industrial training in Finance and Administration
of COOJAD. I had the opportunity to pass through all other departments of the organisation
though I concentrated more in the Administration and Finance Department.
During the exercise, I was able to discuss with different staff in different departments and I
was also allowed to practically do the work from their desks of operation. Administration and
Finance staffs have different tasks to perform and on top of normal office work, there are
several other tasks done on the field by visiting members (clients) in order to finance their
projects/providing loans to them. This is normally done according to their monthly schedules.
So in addition to office work trainings, the trainee had to visit different members/clients on
the field and learn how to measure their creditworthiness.
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CHAPTER I: GENERAL INTRODUCTION
1.1 BACKGROUND
Industrial training is an exercise that puts in relation the theory and the practice. It is a process
of practically teaching the skills of a particular job or activity to the trainee. Industrial training
for all final year students is under the policies of the Government of Rwanda through the
Ministry of Education (MINEDUC), and all the Universities and Higher Institutes of Rwanda
have got to implement it. Kigali Independent University (ULK) designed an academic
programme requiring final year students to undergo an industrial training (stage) as partial
fulfilment of the requirements for award of degree/ licence. The training exposes the student
to the activities being carried out in the field of employment upon the completion of studies.
All final year students in Management were scheduled to begin their industrial training in the
month of September 2011 for duration of two months. A part from the training, every student
is required to carry out research on a relevant topic of interest. I chose to carry out my
Internship from COOJAD (Coopérative de la Jeunesse pour l’Auto emploi et le
Développement).
As well as, after successfully completing the industrial training, a report is required; I wrote
this report to simply give an overview of the work practiced in various duties in COOJAD
specifically in Administration and Finance Department.
This chapter sets out to present the aim of the training, general and specific objectives of the
industrial training, methodology used, limitations encountered, and overview/ organisation of
the report.
I hope that, it will allow the more better to understand readers the functioning of certain
services of the COOJAD, essentially those that are loaded with the activities of management
of the flow and the services in charge of the operations of opening of the accounts, payments,
money collection, money transfer and others.
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1.2. AIM OF THE FIELD WORK
The aim was to apply the theoretical knowledge and concepts acquired during four years of
under-graduate Bachelor’s degree in Faculty of Economic Sciences and Management,
Department of Management at ULK and embark on this training programme that entailed my
active participation in preparatory office practice. It helps the student to find out the problems
met in the field, and establish the relationship between the theory work acquired in school and
the practical work. The experience enhanced my applicability of the theoretical conceptions.
1.3 OBJECTIVES OF INDUSTRIAL TRAINING
1.3.1 General objective of the training
Industrial training has the general objective of enabling the students to use theoretical
knowledge learnt in the courses related to functions/ activities on the field in order to evaluate
(appreciate) the institution in which the student is undergoing his/her training.
1.3.2 Specific objectives of the training
To avail knowledge and experience to students in any relevant areas of their options.
To apply the knowledge learned in the university on the ground/field.
To acquire skills needed to become a practical oriented manager.
To gain interpersonal skills that promote personal growth and strengthening work values
through improved understanding of work environment.
1.4 METHODOLOGY
1.4.1 Introduction
This part deals with how data was collected. The methodology used to achieve the stated
objectives included participatory approach, observation, interviews, documentation and swot-
analysis.
1.4.2 Participatory Approach
This is one of the methods used while carrying out the training to collect data. Under this
method, the trainee was assigned to participate in the day to day activities with the officials in
the Administration and Finance Department; therefore, this enabled the industrial trainee to
get the necessary data.
1.4.3 Observation
This method helped the internee to get the first hand information on the employees’ reaction
to different practices in the institution, by observing and analysing the actions. The trainee
had to observe the way things were done and the technique of working in some departments
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visited and where necessary some notes were taken. In addition the participatory technique
assisted a lot whenever I would work with the officials while observing. This is the most
reliable method of data collection especially in institutions requiring the researcher to record
the most sensitive information that cannot be obtained by any other method. Some of the
information gathered through this technique included:
Employees’ commitment to work.
Relationship between employees and their superiors including their social interactions.
People (clients/members) reactions towards the services rendered by the Cooperative.
1.4.4 Interviews
In the interview method, the trainee had to organise face-to-face conversations with the
employees on particular topics of interest.
Having been attached to the Administration and Finance Department, the trainee interviewed
different professionals, and even professionals from other departments on the problems
encountered in the process of executing their duties to address the problem. Administration
and Finance Department staff and other concerned personnel such as Auditor, Accountants
and Branch Manager were all asked how budgetary control, human resource management and
accounting system help in the performance of the COOJAD.
Under this method, personal interaction with the staff members for clarification of the
available data was conducted.
1.4.5 Documentation
To get desired information was very easy because COOJAD have all necessary records of
their activities and reports. All of the departments have the already made reports and
documentaries outlining their functions, policies, and strategies, which the trainee used to do
the work sufficiently.
CHAPTER 2 . PRESENTATION OF INTERNSHIP COMPANY
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2.1 General Background of COOJAD
COOJAD is a youth cooperative of savings and credit which has its headquarters in the
District of Gasabo, Remera sector. His office is located in the buildings of the Amahoro
Stadium in Remera. COOJAD was designed in part to serve as a channel that the State of
Rwanda and the Donors can use to support young entrepreneurs in profit making activities.
The Cooperative was set up by the Youth Associations of the City of Kigali in collaboration
with the City of Kigali (VK), the National Youth Council of Rwanda (NYCR) and the
Ministry of Youth, Sport and Culture (MIJESPOC). It is a cooperative which has officially
recognized by MINICOM and BNR. It opened its doors dated 30/4/2007.
COOJAD is a Microfinance Institution and collaborate with other intermediaries who struggle
against poverty by financing the good profit making projects on reasonable interest rates.
2.2. Members of the COOJAD
COOJAD has two categories of members, namely the founder members and other members.
The founder member is any person who has participated in the creation of the COOJAD and
who signed his status at its Constituent General Assembly held on 26/5/2006.All members
must be adults’ people. To join COOJAD is voluntary, only you pay 10,000 Frw for one share
and 3,000 Frw for bankbook to become a member.
2.3. Geographical location
COOJAD, a Youth Cooperative, is working as Microfinance Institution with different four
agencies, which are BUGESERA, GAHANGA and NYABUGOGO. Its head-quarter is
located in Kigali city, Gasabo district more precisely in Remera, AMAHORO Stadium.
2.4. Organization profile
This tries to explain COOJAD in brief by explaining and indicating its mission statement,
vision and objectives. COOJAD is a microfinance institution for youths and people who want
to join. This cooperative provides services (credit and serving), works with the poor, people
with small capital, vulnerable group especially women, jobless people and small enterprises,
through small credits to less interest rate. COOJAD has committed and skilled staffs that are
passionate about improving the standard of living of Rwandan poor, including young people
who form 70% of total population of Rwanda.
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2.4.1. Mission statement
COOJAD has the mission of delivering financial services (credits and servings) to the
Rwandese especially youth, poor and Women through development of sustainable micro and
small scale enterprises.
2.4.2. Vision
The vision of the company (COOJAD) is see growing talent of young entrepreneurs in near
future, total transformation of standard of living for Rwandese/to increase their purchasing
power, the promotion of self employment creation to eradicate poverty.
2.4.3. Objectives of COOJAD
1. To develop COOJAD into a sustainable microfinance institution.
2. To promote savings culture and the utilization of credit as instrument of fight against
poverty;
3. To develop products and services for clients who are business oriented
4. To provide financial services to rural and urban areas;
5. To promote self employment creation and increase income through sustainable and
stable micro-enterprise.
6. To strengthening entrepreneurship through members’ capacity.
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ORGANIGRAMME DE LA COOJADAssemblée Générale
Secrétariat de Direction
Conseil d’Administration
Comité de Surveillance
Direction Générale
Direction Administrative et Financière
Direction des OpérationsDirection d’Inspection et Contrôle Interne
Service Gestion des Ressources Humaines
Service Comptabilité Générale
Service Marketing et Transactions
Secrétariat
Gérance de la Succursale
Comptabilité Service CréditCaisseGuichets
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2.5. Company Operational departments
COOJAD is a Youth Cooperative which is structured with different departments in order to
perform and achieve its assigned tasks of delivering service of credit and servings. It operates
under three departments which can be summarized below:
2.5.1 Administration and Finance (AF)
This is a department which is in charge of enhancing and building capacities of COOJAD
employees, looking for capital, utilization of funds as stated in the budget. It has the following
functions:
1. Ensuring the centralization and coordination of administrative operations (staff,
supplies and stewardship), and financial accounting of the COOJAD;
2. Overseeing the operation, maintenance and renewal of equipment and materials;
3. Presenting the annual budget on the activities of the COOJAD;
4. Ensuring the payroll;
5. Propose vacancies, and define their functions;
6. Establish a cash flow and ensure its follow-up (monitoring of liquidity);
7. Ensure the analyses of investment cash flows;
8. Follow the state of liquidity in bank accounts,
9. To analyze investment opportunities for surplus funds in respect of reserves
10. To provide liquidity;
11. Present proposals for investment of funds available to the Director General;
12. Preparing contracts placement and monitoring;
13. Propose renewing or liquidation of investments according to the statement of cash
available
14. To supervise and verify the monthly production of the state budget implementation;
15. Ensure the regular production and timely reports and financial statements and any
other circumstances foreseen by the regulations in place;
16. To ensure the accomplishment of other tasks set by the Board of Directors.
2.5.2 Internal Control and Inspection (ICI)
This department deals with controlling financial issues, operations and Human resources. In
other words, this is internal audits and inspection.
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It has the following functions:
1. Coordinate inspection activities throughout the COOJAD (headquarters and branches);
2. Setting a monthly schedule (at least) inspection at the headquarters and branches;
2. Assign inspectors as missions and different areas;
3. Ensure proper mission planning by contact with recipients and the team of inspectors
authorized;
4. Follow the progress of all inspection missions to resolve problems in time may result;
5. Ensuring the production of inspection reports within a week of the completion of the
mission;
6. Ensure compliance with procedures, regulations, instructions, laws and standards of
good management in inspection, for any mission accomplished by its inspectors
7. Analyze and address the inspection reports before their delivery to recipients alleged
by the regulations relating thereto;
8. Take follow up recommendations of inspection reports;
9. Prepare and produce any instruction necessary to improve the inspection function at all
levels;
10. Ensuring the internal audit work;
11. Prepare and collaborate with other teams (regular or occasional) to be appointed to the
audit work or verification of various kinds;
12. Delivering Audit-Reports related to all situations, the facts checked and proposing
strategies in the interests of sound management.
2.5.3 Operations Department (OD)
This is responsible for day to day operations of the COOJAD. Any activity that requires
financial transactions (loans, accounts and cash) has to go through this department.
It has the following functions:
1. Coordinate the management of all agencies and services transactions,
Loans, accounts and cash;
2. Ensuring the safety of funds as depositors as agencies;
3. Establish effective mechanisms for risk management at all levels;
4. Having a database relevant to decisions on the tight grip of the activity related to savings
and credit;
5. Rate plans and actions undertaken to improve the management agencies;
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6. Preserve the fairness and reliability of accounting data from the agencies.
CHAPTER III: ACTIVITIES AND MAIN FINDINGS IN DEPARTMENT OF
INTERNSHIP
3.1 ACTIVITIES DONE DURING INTERNSHIP
3.1.1 Introduction
This chapter explains how two months of industrial training was spent in COOJAD which
started from 25th October 2011 up to 24th November 2011; it also explains what was done
from the first month up to the last month of the internship training. On 25 th October 2011, the
internee was presented to KANANURA Cyprian the Director of Finance and Administration
to be oriented in the department of industrial training where the DAF himself transferred him
in the department of Administration and Finance in which the internee carried in his research
study. He was later introduced to the heads of other departments whose works are in the
same place with the Administration and Finance department where later the internee visited
and practiced his intern. This has helped the internee to interact and socialized with different
staffs of COOJAD.
The trainee had explanation about each department and its responsibilities in order to know
how and where to start from in preparing the time table for two months training program
accorded by the administration of the COOJAD. The internee was given an office in the same
week, he received various documents as guidance and got a clean image of the Cooperative,
operate in different departments.
3.1.2 Time schedule
Time management is a crucial aspect for the success and proper management of an
organisation. This reveals how the trainee has managed his time during the course of the
training, the trainee would be at COOJAD at eight (8:00 am) o’clock and he was able to
practically keep time. This enabled the trainee to keep punctuality in every aspect and even to
be experienced in the working environment.
First week of the training: During the first week of the internship period carried out in
COOJAD, the trainee was given an office in which to practice his theory acquired at the
University. He was also given all documents concerning the historical background of the
organization and its departmental organization.
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The second and Third week: During these weeks, the trainee had to visit different
departments and to get information on their work. The trainee had also to know the roles of
each department in COOJAD.
The fourth and sixth week: These weeks were spent in visiting different members and their
projects financed by COOJAD located in Kigali city and BUGESERA District. During these
weeks the trainee got the information relating to how SAGE SARI (Software used in
accounting system of COOJAD) and how budgetary control as a technique is used by
COOJAD to monitor all financed project and utilization of funds available in order to perform
well.
The seventh and Eighth week: These last two weeks were used to coordinate all gathered
data and to work on my report as a final result of the internship period.
3.1.3 Problems encountered during the training
Generally, the training was successfully completed only that the trainee had to encounter
problems of having very limited time to make all necessary research since in most cases the
trainee had to meet deadlines of other obligations in his daily work. At times gathering
information from the financed projects could be problematic due to limited funds for
transport.
At some points, people from the targeted groups could hesitate to provide necessary
information due to their own unspecified reasons. However, all these few obstacles
encountered never stopped the internee from successfully fining the internship. During the
industrial training there was no any other supervisor from school to see how the student is
conducting his training and try to give him any orientation in case it is needed.
3.1.4 Appreciation of the contact with colleagues and Supervisor in COOJAD
These eight weeks spent at COOJAD as a trainee, gave the trainee ample time and opportunity
to interact with people already in the field and this gave the trainee rich experience in areas of
work relationships, conflict resolution etc. This was vital in preparing the trainee for the field,
where he is heading soon after completion of the studies. The trainee highly appreciates his
internship supervisor and all COOJAD staffs, Administration and Finance staffs in particular,
who unceasingly provided information and training that was necessary during the period.
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3.1.5 Relationship between theory and practice
The internship enabled the trainee to use theoretical knowledge from class to related functions
or activities of the organization. The trainee was able to know how to manage human
resources and how to coordinate all activities of different department. The trainee was also
able to know how COOJAD credit officers analyze projects before providing credits for their
members and how to use the budget allocated for.
Also from the Internal Audit Department of COOJAD, the trainee was able to know and
evaluate the applicability of internal control systems in place. He also managed to figure out
the strengths, weaknesses, opportunities and threats of the organization.
3.2 MAIN FINDINGS IN DEPARTMENT OF INTERNSHIP
This part explains how the internship program was carried out and what have been found in
the department in which the internee accomplished his practice. During the internship period,
the trainee has practiced in the department of Administration and Finance (AFD)
3.2.1 Department functions
This department of Administration and Finance (AFD) has the function of
1. Ensuring the centralization and coordination of administrative operations (staff, supplies
and stewardship), and financial accounting of the COOJAD;
2. Overseeing the operation, maintenance and renewal of equipment and materials;
3. Presenting the annual budget on the activities of the COOJAD;
4. Ensuring the payroll;
5. Propose vacancies, and define their functions;
6. Establish a cash flow and ensure its follow-up (monitoring of liquidity);
7. Ensure the analyses of investment cash flows;
8. Follow the state of liquidity in bank accounts,
9. To analyze investment opportunities for surplus funds in respect of reserves to provide
liquidity;
10. Present proposals for investment of funds available to the Director General;
11. Preparing contracts, placement and monitoring;
12. Propose renewing or liquidation of investments according to the statement of cash
available
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13. To supervise and verify the monthly production of the state budget implementation;
14. Ensure the regular production and timely reports and financial statements and any other
circumstances foreseen by the regulations in place;
15. To ensure the accomplishment of other tasks set by the Board of Directors.
16. To manage company’s Operation (Head, branches and field operations)
17. To Approve budgets for the branches and provision of credits to members/customers after
analyzing clearly their repayment capacities;
3.2.2 Departmental mission
Administration and Finance Department has the mission of providing technical guidance and
supervision to COOJAD on matters concerning credit management, accounting, policies and
procedures, looking for funds and to establish the mechanisms and procedures to follow in
order to use them as it is stated in the budget.
3.2.3 The departmental Strategic Objectives
The strategic objective of Administration and Finance Department (AFD), is to look for
money and using them to reduce poverty by providing loans to different members on a
reasonable interest rate for one purpose of developing them, COOJAD and the country in
general; hence increment of standard of living
This can be achieved by the following strategies:
1. Provide technical training and support all Branches of COOJAD
2. Increase learning and knowledge in management , training in business banking;
3. Facilitate COOJAD members by providing loans on a reasonable interest rate.
4. Identify and educate members about problems of paying back the money.
3.3 SWOT ANALYSIS
3.3.1 Definition
As the word suggests, this refers to the strengths, weaknesses, opportunities, and threats. It is
a tool for analysing any organisation’s strength (achievements), weaknesses (problems),
opportunities, and threats.
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Strength of COOJAD
Well equipped human resource and necessary equipments: COOJAD (Headquarter and
branches) have well trained human resource and enough equipment that eases their
work.
Being Youth Cooperative microfinance, he got funds from the Ministry of Youth. This
helps them to have a good foundation on which their work is built.
COOJAD Works in partnership with registered and recognized evangelical Churches
Ministry called CMPCO which helps to mobilize honest members to join COOJAD.
COOJAD has improved technology in terms of credit management;
COOJAD works in good environment/in a Country with security, stability and good
governance.
COOJAD Works in partnership with registered and recognized Association of
Microfinance Institutions in Rwanda (AMIR) and he is recognized by the Central Bank
of Rwanda (B.N.R).
Mobile banking technology, in collaboration with MTN Mobile Money
COOJAD-KCB linking technology, where a client of COOJAD can benefit from the
services of KCB and vice-versa
Threats of COOJAD
COOJAD works with young people and vulnerable group; hence risk of not paying back
the loans provided.
Lack of infrastructure facilities within the countryside like energy to enhance IT in the
area, Branches are not connected to the Main Branch;
Little purchasing power to COOJAD members which minimizes servings and term
deposit, thus provision of small loans only.
COOJAD is working in business circle/financial circle, where micro finances have
closed doors. It is a very big problem to convince people that it will not happen again.
Opportunities of COOJAD
One of the opportunity of COOJAD is the big number of people targeted (70% of
Rwandese are youth) and all of them are willing to work with the COOJAD;
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COOJAD have been conceived in the framework of the channel where the Government
of Rwanda and Donors will support the young entrepreneurs in profit making activities.
Hence, COOJAD is subsidized.
Weakness of COOJAD
Weaknesses are limitations in resources, skills and capabilities that seriously impends on
Company’s effective performance in terms of facilities, management skills and capabilities etc
Limited capital to fulfill the expected activities of the needy/satisfy customer needs in
terms of loans provision.
Understaffing at all level because of limited budget.
Time given to pay back the loan is too short for beneficiaries. There is a risk of having
many doubtful debts.
3.2.6. Departmental specific priorities during the Internship period
During the internship period of the trainee, the department was focusing on:
a) Preparation of financial statements;
b) Project analysis and provision of loans and recovery of bad debts;
c) Annual budgets analysis and approval;
d) Year ended financial auditing.
Due to the trainee intention during the internship period, he participated in all the above
activities the more emphasis on the last two points which are directly related to how budgetary
control and audit as techniques can lead to better organizational performance.
3.3. Balanced Score Card for the year
The balance scorecard is frame works that help organizations translate strategy into
operational objectives that dives both behaviour and performance.
3.3.1 Balanced
Balanced is the corporate objectives and strategy defined over a “Balanced” set of
perspectives, rather than just one like financial. For profit organizations use financial,
customer, internal business processes, and learning & growth perspectives.
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3.3.2 Scorecard
Once corporate strategy and objectives are defined, measures to evaluate performance against
strategy and objectives. A scorecard is one of the measures that can be applied.
So the scorecard that meant to measure whether the activities of the company are meeting its
objectives in terms of vision and strategy in the organization, where the trainee carried his
internship have not yet introduced the scorecard due to the fact that the cooperative is still in
its infant stage. They only use the bellow strategy to achieve its objectives.
Management control by using Internal control known as “SOAPSPARM” which stands for
Supervising, Organizing, Accountability, Productivity, Analyzing, Responsibility and
Managing during every end of the term.
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CHAPTER IV: CONCLUSION AND RECOMMENDATIONS
4.1 Introduction.
The internship for eight weeks was successfully concluded by the internee at COOJAD. The
internee was able to learn a lot of things, some of which were already covered in theory and
some others were new to him.
4.2 Conclusion.
In conclusion, the internship was greatly vital to the trainee, firstly because it is a requisition
to the award of the Bachelors Degree in the Rwandan curricula of Education.
The trainee was enabled to acquire practical knowledge and to relate it to the theoretical part
of it concluded from class. Since the trainee was aiming at learning more about
microfinance’s administration, finance and operations.
This has also helped the trainee to socialise with different people he met, and acquisition of
skills and experience.
4.3 Recommendations.
The internship was not just a mere formality but rather was aimed at contributing to finding
the solutions of the internal weaknesses and threats faced by the institution and there is hope
that COOJAD future trainees, and researchers will take note of the trainee’s
recommendations.
4.3.1 To Company (Organization): A number of recommendations are drawn by the
internee in seeking solutions to the internal threats and weaknesses of COOJAD.
COOJAD has to share equally the same vision with his employees. This will help the
cooperative to succeed.
The Organization has to solve the problem of little purchasing power to her employees
by making market surveys and timely acting on them. The organization’s Human
resource department should also think of more other ways to motivate employees this
may include transport facilities, health insurance, loan provisions and employee capacity
building like paying school fees at masters degree levels. This will help the organization
to be productive since the employees will have enough skills, purchasing power and the
organization standing a high position of retaining them.
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4.3.2 To ULK
The University should facilitate the students in getting where to conduct their
internship and possibly pay visits to their students while in the industrial trainings.
This may help increase the importance and value of the Industrial training.
It should try to cater for the transport expenses of the trainees for the shorter training
periods. This may increase the morale of the trainees during the internship.
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