Sie sind auf Seite 1von 17

History of Dhaka Zoo

The Dhaka Zoo was first established of in 1950, when the former Pakistan Government
passed a resolution to establish a zoological-cum-botanical garden in the suburbs of Dhaka.
The current site is at Mirpur which was selected in 1960 and officially designed in 1964.
After that, little progress was made during the Pakistan period except moving the tiny zoo
that had been located in the High Court Mazar area to the new location.
After independence, the zoo was officially opened to the public on June 23, 1974. It is the
only major zoological garden in Bangladesh. Its total area is 213.41 acres, with two water
bodies, four restaurants, three pagodas, one animal museum and one fish aquarium. Public
facilities such as toilets and card phones are available in the premises.

Total visits to the zoo per annum range between two and three million. The zoo provides
recreation and education for the visitors by housing a wide variety of common, exotic, rare
and endangered species of animals. Captive breeding is carried out for selected species and
often surplus animals are offered for private ownership. Reintroduction of species to their
natural habitats is also under consideration.

The Dhaka Zoo is the only facility in the country for the preservation of animal genetic
diversity. The Dhaka Zoo is operated by the Government of Bangladesh under the
jurisdiction of the Ministry of Fisheries and Livestock. The chief of the zoo is the Curator
(Deputy Secretary Rank), who is accountable to the Director General (DG). The DG
communicates with the Ministry when higher level decisions are required. The zoo has a
workforce of 213 regular employees in addition to temporary day laborers and 20 Ansars
(security people). The types of creatures housed in the Zoo are summarized in the following
table.

1|Page

Animals

Number of Species

Total Number

Mammal

69

570

Reptile

14

49

Bird

96

915

The annual operating budget of the zoo is between 15 and 20 million (1.5 and 2 crore) taka.
About half of this is spent for salaries and the rest for food and care of the animals (7 to 8
million or 70 to 80 lakh) and miscellaneous expenses (1 to 1.5 million, or 10 to 15 lakh). The
zoo generates a major portion of its revenues from entry fees, parking, and rent for the
restaurants inside the zoo, which are leased through open tenders. From these sources, the
zoo may generate about 15 million (1.5 crore) taka. In the 1996-97period, entry fees
generated 12 million (1 crore 20 lakh) taka. The zoo also makes some money from selling
poultry, fish and fruits grown inside the facility. The remaining expenses are subsidized by
the government.

This subsidy, as well as the fact that the zoo occupies 214 acres of high-value land in close
proximity to Dhaka, raises the question of the economic justification for the zoo. For this
reason, we are interested in estimating its actual value to the visitors. Such a valuation
exercise can influence policy decisions on future allocation of funds for the development of
the zoo. Like most other public recreational facilities around the world, the Dhaka Zoo offers
an array of environmental, ecological, zoological and recreational services whose value is not
reflected in the small entry fee charged to its visitors (Tk. 5.00 per person per visit). A
valuation study on the Dhaka Zoo is therefore a useful exercise, an important input to
national accounting, and an aid to policy makers and development planners.

2|Page

Managerial Functions
Managerial Functions refers to the way that an organization arranges people and jobs so that
its work can be performed and its goals can be met. Managerial Functions allows the
expressed allocation of responsibilities for different functions and processes to different
entities such as the branch, department, workgroup and individual. This structure depends
entirely on the organization's objectives and the strategy chosen to achieve them. As an
organization Dhaka Zoo also has a managerial structure which does all the managerial works.
In Dhaka zoo the managerial system is not performing well, because of this unconscious
management system, there are some unwanted things happening like recently, 11 birds has
been stolen from the zoo worth of 5lack BDT which is very dissatisfying. Moreover in the
past some unwanted things happened like this.
In Dhaka zoo the managerial function is vertical and a bit lengthy. Therefore if a problem
occurs like missing or death of an animal, then informing the higher level manager take much
time. This is because the highest level of manager (curator) has other things to do and without
his order no other manager cannot take any certain step for a particular situation. So we are
spreading up the managerial functions, giving them some protocol so that they can take fast
solution of any problems.
We divide the whole management functions into some parts. One is Financial, HR, Health
Management. Keeping the animal healthy comes first, therefore we are dividing this
management functions and also trying to make them more effective by dividing their work.
The managers who works for the zoo starting from Curator to Zoo officers the official, rank
is not given by the promotion. The rank they get is actually by the government working rank
for e.g. earlier the curator was in an agricultural research firm post as a manager so,
transferring him to Dhaka zoo for controlling the management function was not a wise idea.
According to us we think that for efficient and effective management of Dhaka zoo, manager
would require appropriate knowledge, skills and abilities to influence and motivate workers
to achieve the organizational objectives.

3|Page

To become effective and efficient, we recommend on the following manpower to be


extended in number as following.

Name of the post

Sl
no.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35

Curator
Deputy Curator (Admin)
Deputy Curator (Animal
Survey)
Animal Nutrition Officer
Veterinary Surgeon
Scientific Officer
Zoo Officer
Publicity Officer
Officer-in-Charge Museum
Administrative Officer
Security Supervisor
Accountants Officer
Computer Operator cum
Office Asstt.
Accountant.
Taxidermist
Garden over share
Head Assistant
Steno typist
Painter cum Artist
Arboricultures
Store superintend
Photographer
Compounder
Accountant
Upper Division Assistant
Electrician
Assistant Electrician
Store keeper
Record keeper
Casher
Account Assistant
Information Assistant
Billing Assistant
Office Assistant cum Typist
Supervisor for ladies garden,
children Zoo

4|Page

Number of
Number
worker
of worker recommend
now
by us

Remarks

1
1
1

2
3
5

Class-1
Class-1
Class-1

1
1
1
1
1
1
1
1
1
---

2
2
2
2
3
2
2
--2
1

Class-1
Class-1
Class-1
Class-1
Class-1
Class-1
Class-2
Class-2
Class-2
Class-3

--1
1
1
1
1
1
1
1
1
1
3
1
2
1
1
1
1
1
2
4
1

2
--4
2
2
4
2
3
2
2
2
--5
6
4
2
2
2
3
----4

Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class -4
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3
Class-3

36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67

Driver
Carpenter
Booking Assistant
Blacksmith
Masson
Duplicating Machine operator
Dresser
Plumber
Pump driver
Ferrier
Snake caretaker
Mahut
Cart men
Head Soarder
MLSS
A.C.T
Attendant
Laboratory Attendant
Store Attendant
Cook
Chef
Guard
Gate keeper
Gardener
Sweeper
Door keeper
Helper to Plumber
Helper to Mason
Helper to Carpenter
Welder
Helper to Welder
Helper to Electrician

3
1
4
2
1
1
1
1
3
1
2
6
1
1
8
57
7
1
2
2
1
19
20
14
7
4
-------------

--5
--4
2
3
2
9
--2
5
--4
3
------2
2
4
2
25
--30
20
10
15
11
9
5
2
15

Total Number of Man


Power:
Number of shortage in
Man power:

210

376

5|Page

166

Class -3
Class -3
Class -4
Class -4
Class -3
Class -4
Class -4
Class -3
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4
Class -4

Environment analysis (PEST)


Environmental analysis is evaluation of the possible or probable effects of external forces and
conditions on an organizations survival and growth strategies.

PEST
PEST analysis stands for Political, Economic, Social and Technological analysis and
describes a framework of macro environmental factors used in the environmental scanning
component of strategic management.

Political Analysis of Dhaka Zoo


Dhaka zoo is getting all finance support from government about 15 to 10 million (1.5 and 2
crore) taka. Dhaka zoo use this money to feed and taking care of the animals. They also use
the money for salaries to 210 employees. When they bring new animals they get permission
from the government and then put an advertisement on international and local newspapers
and other media by telling what animal they are willing to buy. However if anyone is
interested they send letter or mail by giving the animal details and picture. Dhaka zoo is the
property of the Bangladesh government. As Dhaka zoo is getting full financial support from
government, it needs to get permissions for special works from government.

Economic Analysis of Dhaka Zoo


About 4 million visitors visit Dhaka zoo every year. Dhaka zoo use 80% of the budget to feed
the animals.

6|Page

The food for the animals is given contract to the contractors. Dhaka zoo is making contracts
for 1 year with contractors who can support them with a bulk amount of food for animals.
Dhaka zoo is sending excretes of the animals to farms. The excretes are very good for
agriculture use. However by selling excrete the earn some of their financial.

Social Analysis of Dhaka zoo


Dhaka zoo is a recreational place, where families, students, and tourists can spend the
weekend. As Dhaka zoo is only the biggest zoo in Bangladesh, many people are visiting it.
As it have a lot of plants and two lakes the view is very nice.

Inside of several advantages there are some manage mental problems as well like the smell,
lakes are not clean, cave are dirty and very old entrances. To overcome this problem the
government shot try and spend more budgets on Dhaka zoo.

Technological Analysis of Dhaka Zoo


Dhaka zoo doesnt have technologically advanced systems. The post offices are really
outdated and equipped with very poor furniture. Dhaka zoo required good security systems
for protecting animals and other assets. The border walls of the zoo are really low so any
burglars can infiltrate the zoo easily.

7|Page

The curators of the Dhaka zoo have good future plan and they are working on it to fix
problems above. The future plans should be implemented faster to make it a modern zoo.

8|Page

Corporate Social Responsibilities (CSR) of Dhaka Zoo


Dhaka Zoo is not very much rich in CSR activities. In 2010, they made a social awareness
program named Banning polybags inside the zoo will help keep our wild animals safe on
10th December 2010 on

From this awareness they want to deliver a

message to the Zoo visitors:


When you're on zoo grounds, please help us keep our animals safe and our grounds
beautiful. Do not allow visitors to throw food or other as it destroys animal exhibits, or try to
touch the animals.

After the Rally there was a zoo premises cleaning programme near the cornivore section in
which the zoo visitors perticipated in a cleaning programme. They collected polybags and
other wastages from the Zoo area and inspired people to keep the zoo clean.

9|Page

Then they organize a debate competition named


(Natural disaster is solely responsible for the extinction of Wild animals) on 5 th July 2011.At
first they took a rally for making social awareness on the topic. It is one of the most important
and difficult tasks for debate organizers. It provided enough disagreement or poses a problem
with many potential solutions and provided enough arguments and evidence for both sides in
debate- the affirmative and negative.

After that time period, the Dhaka zoo committee did not arrange any CSR activities to make
public aware about the need of the environment. When we asked the committee about CSR
they answered that it is an ongoing process. They have a plan about CSR but they didnt
decide it yet. And they also said there so many things to concentrate, like beautification etc.
they added that lack of budget is also another reason of not engaging in CSR activities. Every
year Bangladesh government gives 10cr BDT to national zoo for beautification, purchasing
animals, feeding them, for their treatment. But there is no separate budget for CSR.
On the other hand, in foreign countries there are so many CSR activities by zoo. By taking
following steps our national zoo can make CSR activities:

1. Zoo committee can encourage different schools, colleges, NGOs like BRAC, SWAC
(Society for the Welfare of Autistic Children), CRP (Centre for Rehabilitation of the
paralyzed) and other organizations who work with disadvantaged children to make a
visit in zoo at free of cost. This will increase their knowledge about our environment
and help in making a positive image about the zoo as well.
10 | P a g e

2. Autistic children are our assets. There are no less than 280,000 Autistic children in
our country. The general attitude towards autism is mostly negative and it is seen as a
social barrier. Even today, autism is considered a God-given curse and these disabled
children are taken as possessed by the Devil. But they have the same right as the
general people have. Dhaka zoo can contribute for them by 2 ways: one is by
patronizing various events taken part by them; another is keep the entrance fee zero
for such children while visiting zoo.
3. They can organize many cultural functions for poor people. Such as night school,
cricket or football matches, give awards to the sincere poor students, annual poem
ceremony etc.
4. They can also take part in beautification of the city. They can use travelling mini bus
inside the zoo. Since the zoo is so big and many aged people visit the zoo, they cannot
walk through the zoo. So there need mini buses for travelling in the zoo.
5. Also there need some volunteer to guide people about the animals current situation.
6. Every year they should plant trees for eco awareness all over Bangladesh.

11 | P a g e

Human Resource Practices


Human resource is basically means that people are valuable resources. To do in a specific
workplace every people needs some certain qualification and by that qualification it goes for
particular workplace. In the same way Dhaka Zoo also has its human resources who are
working for the zoo. In the zoo there are approximately 210 people working including all the
managers. Among all the 210 employees in zoo there are 75 workers are temporary and the
rest of 135 are permanent. The top level managers are permanent in the zoo but for proper
functioning of the managing system, the Human Resource Management system needs be
updated.

Acquisition
As there is no training facility in the zoo, it takes time for the new employees to get
accustomed with the working environment. However; this is not a good sign of a proper
human resource management. Temporary workers are hired with no specific skills or
qualification and there is no security about them anytime they can leave. There for more
efficient management system right number of employees with appropriated skills must be
hired.
In order to progress towards world class wild animals facilities Dhaka Zoos human resources
management practices should be changed. Managing wild animals in captivity is very
difficult. To be affective and successful all levels of staff should process a wild range of skills
to undertake tasks promoting wildlife health and welfare. Managing and institution with
visitors also requires expert knowledge. The activities of animals visitors and infrastructure
management must include Sciences, Arts and Technology. Despite all, it is individual and his
intent combined with technology that can achieve high standards and success.

Retention
Good Human resource management system is not only just put the right people in right place
but also keep them in the organization for a long time. To keep the employees in an
organization, the manager should give some facilities and incentives which will concentrate
the employees mind to be in the organization. In the Dhaka zoo all the employees are getting
good incentives and the facilities. After getting the job in the zoo the managers and other
employees are not dissatisfied with the facilities they have. The retention system in the Dhaka
zoo is good. They are getting their salary and other bonuses in time. Curator and deputy
curator have their individual offices. Also all other managers like the zoo officers have their
12 | P a g e

own office. All the managers are getting transportation facilities too. The process of retention
in the Dhaka Zoo is enough to keep the employees in the organization.

Development
Development in Human resource management is after acquisition and retention the
employees need some good training or seminar to develop and update their skill.
Development makes an employee more skillful and up to date with the new technologies and
systems. In Dhaka Zoo there are some training programs for the employees but that is not
much effective. In a whole working life an employee will get only one training, which is very
little for an employee in such organization. This is actually not a good sign of a good human
resource management.
For the development of the employee of the Dhaka Zoo, there should be some very good
training after each six months so the employees will be able to know the new trainings and
application. Managers will be sent to the developed Zoos to see that how they operate all the
things and managers will to big seminars to acquire more knowledge and ideas. All the
Development systems will be taken for the betterment of the employees. This development
process will help to keep the zoo modern and world class.

13 | P a g e

Organizational Behavior (Cultural)


Organizational behavior is a study that investigates of impact that the individuals, groups and
structures have on behavior within an organization. It is an interdisciplinary field that
includes sociology, psychology, communication and management. It is one of the most
commonly used terms in management these days. They are quite different, yet eventually
display the wellness of an organization as a whole. Culture and behavior, although different
in meaning, signify two very important aspects of people management. These terms are
largely related to the psychology of employees, and these two tools can be used by the
management to improve the efficiency and work-rate of employees in an organization.

Some of the Problems Faced By Zoo


The entry fee is too low and does not generate any surplus for financing the
development plans for the Zoo.
The Ministry puts low priority on the zoo and bureaucratic processes necessary for
planning and development.
The allocation for procuring new animals is scanty; in the current development plan,
only 5.8 million (58 lakh) taka have been allocated.
The budget for developmental activities is inadequate. The 60 million (6 crore) taka
development plan currently underway will alleviate some of the problems.
Living conditions of the animals are not satisfactory - cages looked small and dirty,
food quality and health care arrangement appeared to be inadequate. No animal waste
disposal facility was observed.
Many of the signs and notices in the zoo are damaged or illegible. They should be
renovated in both Bengali and English.

There are only two poorly maintained rest rooms for women and children.
There are occasional security problems within the zoo, as its manpower is limited.

14 | P a g e

Fast food shops those located inside the zoo are selling the foods to people in
expensive price because of high tax.

RECOMMENDATIONS
Since visitors to the zoo come from a variety of income groups, the zoo may consider
developing several levels of service with progressively higher fees. The simplest
option is to allow the visitor a self-guided tour. The next level may include a briefing
at the information center with a documentary on the zoo that will help the visitors
make a better plan. At the third level, the package may include a fully guided tour
along with refreshments. The idea is to cater to the needs of the visitors of differing
socioeconomic and cultural backgrounds.
Additional funds for maintenance and renovation may be allocated to improve the
quality of the facilities of the zoo.
Introduce luxury bus service within Dhaka City to get to the zoo. The busses
currently in operation are less likely to attract people of higher income groups. Also,
offer package tours in collaboration with travel agencies for large groups and distant
visitors. The study findings indicate that people are willing to pay a high enough
price to render these feasible.
Currently the zoo houses only 14 species of reptiles and one fish aquarium. The zoo
should expand in both these areas, especially in aquatic and marine creatures. They
are not easily visible in their natural habitats, so introduction of such species should
attract a large number of new visitors. According to the survey, only 0.2% and 0.5%
of the visitors to the zoo consider fish and reptiles of the zoo as the main feature of
attraction.
Finally, the information in this study on willingness to pay, composition of visitors by
income, mode of transportation used, and features of attraction should be used in the
national budget, in preparing development plans for the zoo, in identifying areas of
weaknesses, and in assessing the benefits derived from the Dhaka Zoological Garden.

15 | P a g e

Conclusion
For Bangladesh, Dhaka zoo is of its asset. However this asset is not ben known
internationally, Therefor, if we improve infrastructure development on technologically,
environmentally and other useful resources. It might be one of the most attractive visiting
places in Bangladesh for local and international visitors. We can earn huge revenue which
can be farther used for the development of the zoo and country. Therefore we hope to see
Dhaka Zoo as one of the top most zoos in the future. Our best wishes are with them.

16 | P a g e

Reference
www.google.com
www.wikipedia.com
Dhaka Zoo
Books

17 | P a g e