Conflict Management Strategies

Conflict management strategies are the approaches used by managers to handle disagreements between individuals or groups in an organisation. The main strategies are:

1. Avoiding (Withdrawal): The manager ignores or postpones the conflict, hoping it will resolve itself. It is useful when the issue is trivial or when more information is needed, but it usually provides only a temporary solution.

2. Accommodating (Smoothing): One party gives in to the other's demands to maintain harmony. It is appropriate when the issue is more important to the other party or when preserving the relationship matters most, but it may encourage repeated demands.

3. Competing (Forcing): One party uses authority, power or dominance to satisfy its own interest at the expense of the other. It is suitable in emergencies or when an unpopular decision must be enforced, but it damages relationships.

4. Compromising (Bargaining): Both parties give up something and reach a middle-ground solution. It is useful when both sides have equal power and a quick, temporary settlement is needed, though it may satisfy neither party fully.

5. Collaborating (Problem-Solving): Both parties work together to find a win–win solution that fully satisfies the interests of both. It requires openness, trust and time, but it produces the most durable and constructive outcome.

6. Negotiation and Mediation: The parties bargain directly or involve a neutral third party to help them reach an agreement. This is useful when the parties cannot communicate effectively on their own.

In practice, an effective manager does not rely on a single strategy but selects the most suitable one according to the nature of the conflict, the parties involved and the situation.

Span of control (also called span of management or span of supervision) refers to the number of subordinates that a single manager or supervisor can effectively direct and control. It is one of the most fundamental determinants of organizational structure, because it directly shapes how tall or flat an organization becomes, how many levels of management exist, and how authority and communication flow.

Effect on organizational structure:

1. Determines number of hierarchical levels (tall vs. flat structure). A narrow span means each manager supervises few subordinates, so more managers and more levels are needed — producing a tall structure with a long chain of command. A wide span means each manager supervises many subordinates, so fewer levels are needed — producing a flat structure.

2. Affects the chain of command and speed of communication. In a tall structure created by narrow spans, communication must pass through many layers, making it slow, distorted and costly. A flat structure from wide spans shortens the chain of command, giving faster and clearer communication between top management and operating staff.

3. Influences cost of supervision. Narrow spans require more managers, hence higher administrative and salary overheads. Wide spans reduce the number of managerial positions and lower overhead cost, but may require better-trained and more capable managers.

4. Shapes the degree of centralization/decentralization. Narrow spans keep decisions close to the top (centralized), since each manager controls a small group. Wide spans force delegation of authority to lower levels (decentralized), as one manager cannot personally decide everything for many subordinates.

5. Affects supervision quality and employee morale. A narrow span allows close, detailed supervision, guidance and control — useful where work is complex, non-routine or where subordinates are inexperienced. A wide span gives subordinates more autonomy and responsibility, raising morale and initiative, but risks loose control and overload on the manager.

6. Influences the shape of the organizational pyramid. A narrow span produces a steep, tall pyramid with many levels; a wide span produces a broad, flat pyramid with few levels.

Conclusion: Span of control is thus a key structural variable. The choice between narrow and wide span depends on factors such as the nature of work, competence of managers and subordinates, degree of standardization, and use of information technology. Modern organizations increasingly prefer wider spans and flatter structures to cut cost, speed up decisions and encourage delegation — while retaining narrow spans only where close control is essential.

EIRR vs FIRR in Project Appraisal

EIRR (Economic Internal Rate of Return) and FIRR (Financial Internal Rate of Return) are both discount rates at which the present value of benefits equals the present value of costs (i.e., NPV = 0), but they differ in the point of view, prices used, and scope of costs and benefits considered.

1. Point of view (whose return is measured)

• FIRR is calculated from the point of view of the project owner/investor or the firm. It measures the return actually earned on the funds invested in the project.
• EIRR is calculated from the point of view of the whole economy or society. It measures the return the project gives to the nation as a whole.

2. Prices used

• FIRR uses market prices (actual prices paid and received), i.e., financial prices.
• EIRR uses economic (shadow) prices, which are adjusted for market distortions such as taxes, subsidies, duties, and price controls. Transfer payments like taxes and subsidies are excluded because they do not represent real resource use.

3. Costs and benefits included

• FIRR considers only direct, monetary costs and benefits that affect the project's cash flow (revenues, operating costs, capital investment, etc.), measured on total project cash flows.
• EIRR considers direct plus indirect (external) effects — externalities such as pollution, employment generation, income redistribution, and benefits to other sectors — whether or not they involve cash transactions.

4. Treatment of taxes, subsidies and loans

• In FIRR, taxes paid are costs and subsidies received are benefits. Financing items (loan principal and interest) are excluded, because FIRR measures the return on total investment regardless of how it is financed; they enter only the equity IRR or debt-service analysis.
• In EIRR, taxes and subsidies are transfer payments and are excluded; financing items (loans, interest) are ignored since they are internal transfers within the economy.

5. Purpose / use

• FIRR is used to judge financial viability — whether the project can generate enough revenue to cover its costs and earn an acceptable return on the funds invested.
• EIRR is used to judge economic viability — whether the project is worthwhile for the country and deserves to be included in the national investment programme.

6. Decision criterion

• A project is financially acceptable if FIRR ≥ cost of capital (or cut-off rate).
• A project is economically acceptable if EIRR ≥ social discount rate (opportunity cost of capital to society).

In short: FIRR is a private/profit-oriented measure using market prices and cash flows, while EIRR is a social/welfare-oriented measure using shadow prices and including external effects. A project may have a high FIRR but a low EIRR (e.g., due to heavy taxes or pollution), or vice versa (e.g., a project with large social benefits but weak revenue). Hence both are computed for a complete appraisal.

Importance of Business Strategic Planning (2 marks)

Strategic planning is the process of defining an organisation's long-term direction, setting objectives, and deciding how to allocate resources to achieve them. Its importance:

1. Provides clear direction and vision — gives the organisation a sense of purpose and a common goal towards which all departments work.
2. Helps anticipate and adapt to change — by analysing the environment (SWOT/PESTLE), the firm anticipates opportunities and threats instead of reacting to them.
3. Ensures effective resource allocation — scarce capital, manpower and technology are directed to the most promising areas, avoiding waste.
4. Coordinates and integrates activities — aligns marketing, finance, production and HR efforts towards common objectives.
5. Provides a basis for control and evaluation — standards set in the plan allow managers to measure performance and take corrective action.
6. Builds competitive advantage and long-term survival — helps the firm position itself better than rivals and reduces the risk of failure.

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Marketing Strategy for Nepal Telecom (3 marks)

Nepal Telecom (NT) is the largest telecom service provider in Nepal, but it faces stiff competition from private operators (Ncell, Smart Cell) and growing demand for data rather than voice. Its marketing strategy should be built on the STP (Segmentation, Targeting, Positioning) framework and the 4Ps:

1. Segmentation, Targeting and Positioning

• Segment the market by geography (urban/rural, remote districts), demography (youth, professionals, senior citizens), and usage (heavy data users, voice-only users, corporate clients).
• Target the youth and urban data users with attractive data packs, and rural/remote customers with affordable voice and expansion of coverage, using NT's wide national network as its strength.
• Position NT as the "national network with the widest coverage, reliable service and affordable price" — a trusted brand for every Nepali.

2. Marketing Mix (4Ps)

• Product/Service: Expand 4G/5G coverage, improve data speed and quality, introduce bundled packages (voice + data + SMS), FTTH internet, IPTV, mobile banking/e-payment services, and corporate/enterprise solutions.
• Price: Adopt competitive and penetration pricing — cheaper data packs, student/youth offers, unlimited night data, and volume discounts for corporate clients, while retaining affordable rural tariffs.
• Place (Distribution): Strengthen the nationwide network of NT counters, authorised dealers, recharge card retailers, online recharge/eSewa/Khalti payment, and self-service apps so customers can buy and recharge easily even in remote areas.
• Promotion: Use mass media (TV, radio, newspapers), digital marketing (Facebook, TikTok, YouTube), sponsorship of sports and cultural events, loyalty/reward schemes, and celebrity endorsement to build brand image and counter private operators' aggressive advertising.

3. People, Process and Physical Evidence

• Train staff and franchisees in customer care, reduce queue and complaint-handling time through call centres and online support, and maintain attractive, well-equipped service centres to create a positive service experience.

4. Competitive Strategy

• NT should leverage its government backing, nationwide infrastructure and large subscriber base to pursue a cost-leadership plus differentiation strategy — offering lower prices than competitors while differentiating on coverage, reliability and service quality. It must also invest in technology upgradation and customer retention (loyalty programmes) to reduce churn to Ncell.

In short, NT's marketing strategy should shift its focus from being a voice-centric monopoly to a customer-centric, data-driven and digitally promoted service provider, using its national reach as the core competitive advantage.

Basic methods of engineering economics (3 marks)

Engineering economics uses a set of standard methods to compare alternatives and judge whether an investment is worthwhile. The basic methods are:

1. Present Worth (PW) method — All future cash flows are discounted to the present at the minimum attractive rate of return (MARR). An alternative is acceptable if PW ≥ 0; among competing alternatives, the one with the highest PW is chosen.

2. Future Worth (FW) method — All cash flows are compounded to the end of the project life. It is equivalent to the PW method and gives the same decision, but is convenient when the decision point is in the future.

3. Annual Worth (AW) or Equivalent Annual Cost (EAC) method — The PW is converted into an equivalent uniform annual amount over the life of the project. Useful when comparing alternatives with unequal lives.

4. Internal Rate of Return (IRR) method — The discount rate at which PW = 0 is found. A project is acceptable if IRR ≥ MARR. It is widely used because it expresses return as a percentage.

5. Benefit-Cost (B/C) ratio method — The ratio of the present worth of benefits to the present worth of costs is computed. A project is acceptable if B/C ≥ 1. This is the standard method for public-sector projects.

6. Payback (Payback Period) method — The time required to recover the initial investment from net cash inflows is calculated. It is simple and indicates liquidity and risk, but ignores the time value of money and cash flows after payback.

7. Accounting Rate of Return (ARR) method — Average annual profit is expressed as a percentage of the average investment. It uses accounting profit rather than cash flow.

Is cost-benefit analysis enough for every project? (2 marks)

No. Cost-benefit analysis (CBA) is a powerful and necessary tool, but it is not sufficient for every project, for the following reasons:

• Monetisation problem: Many benefits and costs — environmental damage, loss of biodiversity, health effects, cultural and heritage value, and human suffering — cannot be reliably converted into money terms. CBA therefore understates or ignores them.
• Distributional issue: CBA looks only at aggregate net benefit. A project may show B/C > 1 while the poor lose and the rich gain. Equity and poverty impact need separate analysis.
• Uncertainty and risk: Future prices, demand and technology are uncertain. A single-point CBA can give a false sense of precision; sensitivity and risk analysis are also required.
• Strategic and non-economic objectives: National security, regional balance, employment generation, self-reliance and political commitments may justify a project even when its B/C ratio is low.
• Multi-criteria nature: Modern practice therefore supplements CBA with cost-effectiveness analysis, multi-criteria decision analysis (MCDA), social and environmental impact assessment, and financial analysis.

Conclusion: CBA is necessary but not sufficient. It should be used along with financial, social, environmental and risk analysis, and with multi-criteria evaluation, before a final project decision is taken.

FOB (Free On Board) and CIF (Cost, Insurance and Freight) are international commercial terms (Incoterms) that define the point at which the seller's responsibility for goods ends and the buyer's begins, along with who bears the cost and risk of transport and insurance.

FOB (Free On Board):

• The seller delivers the goods on board the ship nominated by the buyer at the named port of shipment and clears them for export.
• Once the goods are on board, the risk and cost of the main carriage and insurance pass to the buyer.
• The buyer bears freight, insurance, and all costs from the port of shipment onward.
• Price quoted as FOB includes cost of goods plus delivery to and loading on the ship only.
• Commonly used for sea and inland waterway transport; suitable when the buyer has better freight arrangements.

CIF (Cost, Insurance and Freight):

• The seller delivers the goods on board at the port of shipment and pays the cost of goods, freight, and marine insurance up to the named port of destination.
• Risk passes to the buyer once goods are on board, but the seller arranges and pays for carriage and insurance.
• Price quoted as CIF includes cost of goods, freight, and insurance.
• The seller must procure minimum insurance cover (Institute Cargo Clauses – C) in the buyer's favour.

Key difference: Under FOB the buyer pays freight and insurance; under CIF the seller pays them. In both cases, however, the risk transfers to the buyer at the ship's rail/on board at the port of shipment.

These terms are essential in international trade because they clearly fix the division of costs, risks, and responsibilities between exporter and importer, help in accurate price quotation, and reduce the chance of disputes in foreign trade transactions.

नेपाल दूरसञ्चार कम्पनी लिमिटेड (नेपाल टेलिकम): स्थापना, कार्यक्षेत्र तथा जिम्मेवारी

१. स्थापना (Establishment) नेपाल दूरसञ्चार कम्पनी लिमिटेड (नेपाल टेलिकम) को स्थापना सन् २००५ (वि.सं. २०६१, चैत २२) मा भएको हो। यो नेपाल सरकारको बहुमत स्वामित्व रहेको सार्वजनिक कम्पनी हो। यसअघि सञ्चालनमा रहेको नेपाल दूरसञ्चार संस्थान (Nepal Telecommunications Corporation) लाई पुनर्संरचना गरी कम्पनी ऐन, २०५३ अन्तर्गत नेपाल दूरसञ्चार कम्पनी लिमिटेडका रूपमा स्थापना गरिएको हो। यसको केन्द्रीय कार्यालय काठमाडौंमा रहेको छ।

२. कार्यक्षेत्र (Scope of Work)

• भौगोलिक कार्यक्षेत्र: नेपालभरका सबै ७७ जिल्ला तथा ग्रामीण एवं दुर्गम क्षेत्रसम्म दूरसञ्चार सेवा विस्तार।
• सेवागत कार्यक्षेत्र: टेलिफोन (ल्यान्डलाइन), मोबाइल (GSM/४G), ब्रोडब्यान्ड इन्टरनेट, डाटा तथा इन्टरनेट सेवा, अन्तर्राष्ट्रिय टेलिफोन तथा डाटा सेवा।
• अन्य सेवाहरू: ADSL, FTTH फाइबर इन्टरनेट, भ्वाइस मेल, SMS, MMS, क्लाउड तथा डाटा सेन्टर सेवा।
• क्षेत्रीय तथा प्रादेशिक संरचना: देशभर प्रादेशिक तथा क्षेत्रीय कार्यालयमार्फत सेवा सञ्चालन।

३. जिम्मेवारी (Responsibilities)

1. नेपालभर सर्वसुलभ दरमा भरपर्दो तथा गुणस्तरीय दूरसञ्चार सेवा उपलब्ध गराउनु।
2. ग्रामीण तथा दुर्गम क्षेत्रमा समेत दूरसञ्चार पूर्वाधार विस्तार गरी डिजिटल समावेशीकरणलाई प्रवर्द्धन गर्नु।
3. आधुनिक प्रविधि (४G, फाइबर, डाटा सेन्टर) भित्र्याई सेवाको गुणस्तर तथा विश्वसनीयता अभिवृद्धि गर्नु।
4. सरकारको दूरसञ्चार नीति तथा नेपाल दूरसञ्चार प्राधिकरणको नियमनको पालना गर्नु।
5. आपत्कालीन तथा विपद् व्यवस्थापनका बेला सञ्चार सेवा सुचारु राख्नु।
6. राष्ट्रिय अर्थतन्त्रमा योगदान पुर्‍याउँदै राजस्व तथा नाफा आर्जन गर्नु।
7. ग्राहक सन्तुष्टि कायम राख्दै गुनासो सुनुवाइ तथा सेवा सुधार गर्नु।

निष्कर्ष नेपाल टेलिकम देशको सबैभन्दा ठूलो दूरसञ्चार सेवा प्रदायक संस्थाका रूपमा सञ्चार पूर्वाधार विस्तार, डिजिटल समावेशीकरण तथा राष्ट्रिय विकासमा महत्त्वपूर्ण भूमिका निर्वाह गर्दै आएको छ।

नेपालको संविधान, २०७२ अनुसार कार्यपालिका शक्तिको प्रयोग

नेपालको संविधान, २०७२ को धारा ७५ मा संघीय कार्यपालिका शक्तिको व्यवस्था गरिएको छ। सो व्यवस्था अनुसार:

१. शक्ति निहित हुने निकाय (धारा ७५(१)): संघको कार्यपालिका शक्ति नेपाल सरकारमा निहित रहनेछ। अर्थात् सम्पूर्ण कार्यपालिका शक्तिको स्रोत नेपाल सरकार (मन्त्रिपरिषद्) हो।

२. शक्ति प्रयोग गर्ने व्यवस्था (धारा ७५(२)): नेपाल सरकारमा निहित कार्यपालिका शक्तिको प्रयोग संविधान र कानुन बमोजिम हुनेछ। यसको अर्थ कार्यपालिका शक्तिको प्रयोग संविधानको सीमाभित्र रही कानुनले तोकेको ढाँचाबाट मात्र गर्न सकिन्छ; मनपरी ढंगले गर्न सकिँदैन।

३. शक्ति प्रयोग गर्ने निकाय तथा पदाधिकारी (धारा ७५(३)): नेपाल सरकारमा निहित कार्यपालिका शक्तिको प्रयोग निम्न दुई तहबाट हुन्छ:

• (क) मन्त्रिपरिषद्ले — सामूहिक रूपमा नीतिगत तथा महत्वपूर्ण निर्णय गर्दा;
• (ख) प्रधानमन्त्री तथा मन्त्रीहरूले — आ-आफ्नो मन्त्रालयको कार्यक्षेत्रभित्रको दैनिक प्रशासनिक कार्य सम्पादन गर्दा।

४. शक्ति प्रयोगको बाँडफाँट (धारा ७५(४)): नेपाल सरकारको कार्य विभाजन तथा कार्य सम्पादन नियमावली बमोजिम प्रधानमन्त्री र मन्त्रीहरूबीच कार्यक्षेत्रको बाँडफाँट गरिन्छ। प्रधानमन्त्रीले मन्त्रिपरिषद्को अध्यक्षतामा रही समग्र कार्यपालिकाको नेतृत्व गर्नुहुन्छ।

५. अन्य निकायबाट प्रयोग: संविधानको धारा ७५ बमोजिम नेपाल सरकारबाट कार्यपालिका शक्ति प्रयोग गर्दा प्रधानमन्त्री, मन्त्री, राज्यमन्त्री तथा सहायक मन्त्री समेतको सम्मिलित प्रयासबाट हुन्छ। यसैगरी संविधानको धारा २५३ बमोजिम प्रदेश सरकार र धारा २१४ बमोजिम स्थानीय तहमा पनि कार्यपालिका शक्ति निहित रहन्छ।

निष्कर्ष: संक्षेपमा, संघको कार्यपालिका शक्ति नेपाल सरकारमा निहित छ र त्यसको प्रयोग संविधान तथा कानुन बमोजिम मन्त्रिपरिषद्ले सामूहिक रूपमा एवं प्रधानमन्त्री तथा मन्त्रीहरूले व्यक्तिगत रूपमा गर्ने व्यवस्था छ। यसले शक्ति सन्तुलन तथा जवाफदेहिता सुनिश्चित गर्न मद्दत पुग्छ।

सार्वजनिक खरिद ऐन, २०६३ अनुसार खरिद गर्ने तरिका र तिनको प्रयोग गर्ने अवस्था

सार्वजनिक खरिद ऐन, २०६३ ले सार्वजनिक निकायले मालसामान, निर्माण कार्य, परामर्श सेवा तथा अन्य सेवा खरिद गर्दा प्रतिस्पर्धा, पारदर्शिता, जवाफदेहिता र मितव्ययिता कायम गर्न देहायका विधि तोकेको छ। रकमको सीमा नियमावली तथा संशोधनअनुसार समय समयमा परिवर्तन हुने भएकाले मुख्य अवस्था तल दिइएको छ।

१. बोलपत्रद्वारा खरिद (Bidding)

• तोकिएको सीमाभन्दा बढी रकमको मालसामान, निर्माण कार्य वा सेवा खरिदका लागि प्रयोग गरिने मुख्य विधि हो।
• राष्ट्रिय बोलपत्र: नेपालभित्रका आपूर्तिकर्ता/निर्माण व्यवसायीबीच प्रतिस्पर्धा हुन सक्ने अवस्थामा।
• अन्तर्राष्ट्रिय बोलपत्र: ठूला परियोजना वा स्वदेशमा आवश्यक क्षमता/प्रविधि नभएको, वा दातृ निकायको सर्त भएको अवस्थामा।
• पूर्वयोग्यता निर्धारण (Pre-qualification) जटिल तथा ठूला कार्यमा गर्न सकिन्छ। सूचना सार्वजनिक रूपमा प्रकाशन गरिन्छ।

२. सीलबन्दी दरभाउपत्र (Sealed Quotation)

• बोलपत्र आह्वान गर्नुपर्ने सीमाभन्दा कम तर सोझै खरिद गर्ने सीमाभन्दा बढी रकमको खरिदमा।
• कम्तीमा तीन फर्म/आपूर्तिकर्ताबाट सीलबन्दी दरभाउपत्र लिई न्यूनतम मूल्य दिने योग्य आपूर्तिकर्ता छानिन्छ।

३. सोझै खरिद (Direct Purchase)

• साना रकमको खरिदमा (तोकिएको सीमासम्म)।
• एकल आपूर्तिकर्ता वा निर्माताबाट मात्र पाइने वस्तु, वा पहिले खरिद गरेका सामानसँग मिल्ने थप/पुनः खरिद गर्नुपर्ने अवस्थामा।
• आपतकालीन अवस्था (भूकम्प, बाढी, महामारी आदि) मा तत्काल खरिद आवश्यक पर्दा।

४. उपभोक्ता समिति वा लाभग्राही समुदायबाट खरिद/निर्माण

• स्थानीय समुदायलाई लाभ पुग्ने, सामुदायिक सहभागिताबाट गर्न सकिने सानो/मध्यम निर्माण कार्यमा तोकिएको सीमाभित्र प्रयोग गरिन्छ।

५. परामर्श सेवाको खरिद

• परामर्शदाता छनोटमा गुणस्तर र लागतमा आधारित छनोट (QCBS), गुणस्तरमा आधारित, न्यूनतम लागत आदि विधि र तोकिएको अवस्थामा सोझै छनोट गरिन्छ।

६. अमानत (Departmental) तथा अन्य विधि

• तोकिएको अवस्थामा सार्वजनिक निकाय आफैँले कार्य गर्ने अमानत विधि प्रयोग गर्न सकिन्छ।

निष्कर्ष: ऐनले खरिदको प्रकृति, रकम र परिस्थितिअनुसार उपयुक्त विधि छनोट गर्ने र सकेसम्म खुला प्रतिस्पर्धालाई प्राथमिकता दिने व्यवस्था गरेको छ। खरिद गुरुयोजना, लागत अनुमान र स्वीकृत बजेटअनुसार मात्र खरिद गर्नुपर्छ।

नेपाल दूरसञ्चार कम्पनी लिमिटेडको वित्तीय तथा भौतिक प्रगति विवरण तयार गर्ने कार्यमा अधिकृत (Level 7) को भूमिका

नेपाल दूरसञ्चार कम्पनी लिमिटेड (नेपाल टेलिकम) जस्तो ठूलो सार्वजनिक संस्थानमा वित्तीय तथा भौतिक प्रगति विवरण तयार गर्ने कार्य एक बहुआयामिक प्रक्रिया हो। यसमा लेखा, योजना, अनुगमन तथा प्रतिवेदनका पक्षहरू समावेश हुन्छन्। यस सन्दर्भमा एक अधिकृतको भूमिकालाई मुख्यतः दुई भागमा विभाजन गर्न सकिन्छ:

१. वित्तीय प्रगति विवरण तयार गर्ने भूमिका (२ अंक)

• बजेट तथा विनियोजनको तुलनात्मक विश्लेषण: स्वीकृत वार्षिक बजेट, संशोधित बजेट र वास्तविक खर्चबीचको तुलना गरी बजेट कार्यान्वयनको अवस्था विश्लेषण गर्ने।
• आय–व्ययको लेखांकन: राजस्व आय (सेवा शुल्क, इन्टरनेट, मोबाइल, डेटा आदि) र पुँजीगत तथा चालु खर्चको अभिलेखीकरण, वर्गीकरण तथा मिलान गर्ने।
• वित्तीय विवरण तयारी: नगद प्रवाह विवरण, आय–व्यय विवरण, वास्तविक वित्तीय स्थिति विवरण तथा बजेट कार्यान्वयन प्रतिवेदन तयार गर्ने।
• लेखापरीक्षण तथा अनुपालन: महालेखापरीक्षकको प्रतिवेदन, आन्तरिक लेखापरीक्षण र वित्तीय अनुशासनसम्बन्धी व्यवस्थाको अनुपालन सुनिश्चित गर्ने।
• वित्तीय स्रोतको विश्लेषण: आन्तरिक स्रोत, सरकारी अनुदान, ऋण तथा विदेशी सहयोगको परिचालन अवस्था विश्लेषण गर्ने।

२. भौतिक प्रगति विवरण तयार गर्ने भूमिका (३ अंक)

• योजना तथा आयोजनाको अनुगमन: स्वीकृत वार्षिक कार्यक्रम, आयोजना तथा लक्ष्यको भौतिक प्रगति (नेटवर्क विस्तार, टावर निर्माण, फाइबर बिछ्याउने कार्य आदि) को अनुगमन गर्ने।
• लक्ष्य र उपलब्धिको तुलना: वार्षिक लक्ष्य, अर्धवार्षिक लक्ष्य र वास्तविक उपलब्धिबीचको भिन्नता पहिचान गरी कारणसहित व्याख्या गर्ने।
• प्रगति सूचक तयारी: आयोजनको प्रगति मापनका सूचक (काम सम्पन्न प्रतिशत, लागत, समयसीमा) निर्धारण तथा अद्यावधिक गर्ने।
• समस्या पहिचान र सुझाव: आयोजना कार्यान्वयनमा देखिएका अवरोध (बजेट अभाव, जग्गा अधिग्रहण, ठेक्का व्यवस्थापन) पहिचान गरी समाधानका सुझाव पेश गर्ने।
• समन्वय र सूचना प्रवाह: सम्बन्धित महाशाखा, आयोजना कार्यालय तथा व्यवस्थापनबीच समन्वय गरी यथार्थ तथा समयबद्ध सूचना प्रवाह सुनिश्चित गर्ने।
• प्रतिवेदन प्रस्तुतीकरण: तयार भएको वित्तीय तथा भौतिक प्रगति विवरणलाई व्यवस्थापन, सञ्चालक समिति तथा सम्बन्धित निकायसमक्ष प्रस्तुत गर्ने र आवश्यक सुझाव दिने।

निष्कर्ष

संक्षेपमा, अधिकृतको भूमिका वित्तीय तथा भौतिक प्रगतिलाई एकीकृत रूपमा विश्लेषण गरी पारदर्शी, भरपर्दो र समयबद्ध प्रतिवेदन तयार गर्नु हो। यसले संस्थानको स्रोतको उपयोग, आयोजना कार्यान्वयन तथा व्यवस्थापनको निर्णय प्रक्रियामा महत्वपूर्ण योगदान पुर्‍याउँछ।