Fish wealth sector is getting more focus in today’s modern economy trends; the
sector’s performance is always linked with appropriate strategies. Bangladesh’s
fisheries sector is one of the four promising sectors as identified in its vision of
National Aquaculture Development Strategy and Action Plan of Bangladesh
(NADS) (2013-2020). NADS has significant potential to achieve diversification
in country’s economy and in realizing the job-creating pro-poor economic
growth for country. NADS has significant potential to achieve diversification in
country’s economy and in realizing the job-creating pro-poor economic growth
for country, the ecosystem approach to fisheries; the Food and Agriculture
Organization of the United Nations (FAO) Code of Conduct for responsible
fisheries and other international agreements have introduced management tools
to improve fisheries management. However, management strategies of the
fisheries sector in Bangladesh are still beyond the mainstream of modern
fisheries policy, implementing a strategy is a crucial part of an organization.
The specific problem was overlooked the need to understand and to leverage the
existing organizational culture and leadership style within (Ministry of Fisheries
and Livestock (MFL), 2014) in Bangladesh as a dominated sectorial operator to
ensure effective strategy’s implementation as a result to reach the goal thereby
increasing the sector’s performance. NADS strategy focused largely on
infrastructure, technical dimensions and capital items: where MFL’s
management system that addressed the entire organizational activities was
neglected.
