top ceo muhammad yunus
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TOP CEO
MUHAMMAD YUNUSPRESENTION BY ATHALIA
OCHIENG
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Who is a Leader
Leadership refers to the ability of an individual
to influence, guide and teach other people and
to use this influence to bring about positive
change. A leader is able to influence people
through the ideas that he shares and also by his
deeds.
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Leadership is important in all areas of
interaction within communities. Leaders are
made or developed by their experiences,
knowledge acquired through education and by
the actions of their role models.
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QUALITIES OF A LEADER
Qualities of a leader include integrity, honesty,
and people building skills. A leader must also
have job knowledge, which involves knowing
which direction to take at the right time, and the
practical ability of problem solving.
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BRIEF BACKGROUND
Muhammad Yunus is the founder and CEO of
Grameen Bank, which he established in
Bangladesh in 1983. Grameen Bank means
village bank. He had the idea and beliefthatcredit is a fundamental human right and should
be accessible by all.
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MUHAMMADS OBJECTIVE
His objective was to provide credit facilities to
as many low income and unemployed people as
possible
in order to improve the quality of their lives
and to give them the opportunity to live with
dignity.
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His Role Model
Muhammed was influencedby his mothers
love for helping the poor, and her willingness to
share whatever the family had with the less
fortunate. This had a lasting effect on him.
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Humble beginnings
He introduced the idea of micro-credit to a
small group of basket weavers in his home town,
starting with a loan of 27 dollars. The initiative
has been accepted, lauded and adapted at globallevel. Micro Credit is defined as extending
small loans to very poor people for self-
employment projects that generate incomeallowing them to care for themselves and their
families. (Micro Credit Summit, February 1997)
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As an agent of change, his goal was to help
poor people assess funding without the burden
of providing collateral. This was introduced in
consultation with recipients of loans whocommit to adopting and internalize sixteen (16)
decisions on the direction they want their lives
to take.
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16 DECISIONS
We shall follow and advance the four principles
of Grameen Bank --- Discipline, Unity, Courage
and Hard workin all walks of out lives.
Prosperity we shall bring to our families
We shall not live in dilapidated houses. We shall
repair our houses and work towards
constructing new houses at the earliest.
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16 DECISIONS
We shall grow vegetables all the year round. We
shall eat plenty of them and sell the surplus.
During the plantation seasons, we shall plant as
many seedlings as possible.
We shall plan to keep our families small. We
shall minimize our expenditures. We shall look
after our health.
We shall educate our children and ensure that
they can earn to pay for their education.
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CONTINUED
We shall always keep our children and the
environment clean.
We shall build and use pit-latrines.
We shall drink water from tubewells. If it is not
available, we shall boil water or use alum.
We shall not take any dowry at our sons'weddings, neither shall we give any dowry at our
daughters wedding. We shall keep our centre
free from the curse of dowry. We shall not
practice child marriage.
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We shall not inflict any injustice on anyone,
neither shall we allow anyone to do so.
We shall collectively undertake bigger
investments for higher incomes.
We shall always be ready to help each other. If
anyone is in difficulty, we shall all help him or
her.
If we come to know of any breach of discipline
in any centre, we shall all go there and help
restore discipline.
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We shall take part in all social activities
collectively.
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Concern for people
It is not just the technicalities of accessing loans,
and repayments but Muhammed Yunus took the
human factor into consideration. The 16
decisions empowers borrowers and gives themthe will to succeed. This leader uses his influence
to bring about social change.
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Muhammeds ability to energizewhole villages,
for positive change is recognized throughout the
world. This is evidenced by the number and
diversity of awards and accolades he hasreceived for his innovativeideas.
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Start with the problem rather than the solution:
a credit system must be based on a survey of the
social background rather than on a pre-
established banking technique.
2. Adopt a progressive attitude: development is
a long-term process which depends on the
aspirations and committment of the economic
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Make sure that the credit system serves the poor,
and not vice-versa: credit officers visit the
villages, enabling them to get to know the
borrowers.
4. Establish priorities for action vis-a-vis to the
the target population: serve the most poverty-
stricken people needing investment resources,who have no access to credit.
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At the beginning, restrict credit to income-
generating production operations, freely selected
by the borrower. Make it possible for the
borrower to be able to repay the loan.
6. Lean on solidarity groups: small informal
groups consisting of co-opted members coming
from the same background and trusting eachother.
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Associate savings with credit without it being
necessarily a prerequisite.
8. Combine close monitoring of borrowers with
procedures which are simple and standardised as
possible.
9. Do everything possible to ensure the system's
financial balance.
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Invest in human resources: training leaders will
provide them with real development ethics
based on rigour, creativity, understanding and
respect for the rural environment.
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recognition
He has received seventy-seven (77) awards for
his contribution to mankind. These include-
Germany: Vision Award 2007 by Global
Economic Network
USA: Global Citizen of the Year Award, 2006
by Patel Foundation for Global Understanding
Spain:Foundation of Justice, 2005
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UK: World Technology Network Award, 2003
Jordan: King Hussein Humanitarian
Leadership Award, 2000, by King Hussein
Foundation
Australia: Sydney Peace Prize, 1998,by the
Sydney Peace Foundation
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Despite having worldwide recognition of his
achievements, Muhammed Yunus is more
interested in developing other people. He does
this by providing an enabling environment forpeople who want to learn more about micro-
credit and the Grameen Bank. Training
programs are not rigid but are tailored to suit theneeds of interested persons and institutions.
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Members of the press and media are givenopportunities to make documentaries on thework of Grameen Bank. Researchers are also
welcome to conduct research according to theirown objectives for any duration of time. All thisis done with the aim of getting as many peopleto know about micro-credit as possible, and for
them to develop their own models. Studentsfrom all over the world can join as unpaidinterns at Grameen Bank.
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There are annual evaluations of the microcreditprogramme to see if the economic situation of theparticipants is improving.
Ten indicators have been developed to evaluate povertylevel of borrowers. These include-
quality and cleanliness of the water used by the families,
ability of parents to send their children to primary
school, Ability of the family to have three square meals a day,
Ability of families to afford health care.
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The Grameen Bank has grown from having
.15,000 borrowers in 80 to over 7. 93 million
members in 2009. The success of this approach
reflects the quality of management andleadership provided by Muhammed Yunus.
Strategies employed by the bank ensures that
there is minimum rate of default. 98% ofrepayments are made.
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CONCLUSION
The quality of leadership, more than any single
factor, determines the success or failure of an
organisation (Fred Fielder and Martin
Chemers)
Muhammad Yunus is both a good manager and
leader
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