The Institute of Management Specialists is a trading name of Industrial Management Specialists (IMS) Ltd. Registered in England No: 990098 Registered Office: Highdown House, 11 Highdown Road, Sydenham, Leamington Spa, Warwickshire, CV31 1XT, England
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THE JOURNAL OF THE INSTITUTE OF MANAGEMENT SPECIALISTS
VOLUME 1 NUMBER 5 JULY 2012
CONTENTS
Page
Editorial 2
What is a Professional Body for? A personal view by Graham Hare, IMS President 3
IMS Hong Kong Chapter / The Society of Sales & Marketing 5
IMS Kenya Chapter 6
Institute of Professional Financial Managers 7
IMS Malaysia Chapter 8
Dual Doctorate Degree Program 10
The War for Talents: Attitude is the New Thinking of Management Dr Samuel Lartey 11
Consortium of Professional Awarding Bodies 12
Profile of Mr Godfred Kyei, Ghana Chapter Fellow 13
Doing the Impossible Dr David B Lingiah 14
Master of E-Commerce 15
Building an effective team Dr Christopher Oyat 16
Design, Technology and Management Society International 22
Abrahami Compliance Associates / Carayol Ltd 23
2 Editorial
A new Chapter of IMS has been established in Hong Kong, headed by Professor Dr Nagar Lai as the Founding President. We are very grateful to Dr Lai for his time and effort in bringing about this new development please see his report on page 5 of this E-Journal.
The Kenya Chapter is also well on its way to establishment. Professor Dr Elias Avutia and his assistants are recruiting new members and we are looking forward to being able to announce the creation of the Chapter soon. Details are given on page 6.
Dr Samuel Tan, President of the Malaysia Chapter, has given a report on page 8 which includes details of the recent two day event in Kuala Lumpur publicising the IMS/FIMC Total Quality Management Professional Diploma and Post Graduate Diploma programmes. Dr Tan also introduces his Chapter Committee Members.
Professor Dr Samuel Lartey from the IMS Ghana Chapter has kindly submitted an article, which can be read on page 11 and we are pleased to feature another Ghana Chapter member, Mr Godred Kyei, on page 13 and we congratulate him on his achievements.
Our President, Mr Graham Hare, delivers his thoughts on the importance of professional bodies in his second CPD (Continuous Professional Development) article on page 3 and invites you to share your opinions with us.
We are currently negotiating a new reciprocal membership arrangement with The Institute of Professional Financial Consultants (IPFC), Nigeria, a professional body for financial advisers and analysts. Details will be added to the IMS website once the formalities have been completed.
There is a lot of interest in the Swiss International Seminars (co-sponsored by IMS) which are to be held in Lausanne, Switzerland from 24 th
September to 8 th October. Hopefully all members received the information that was sent out by email in May if you require any further details, do please contact me.
We are pleased to announce the foundation of a new association for professional bodies, the Consortium of Professional Awarding Bodies (COPAB). The Institute of Management Specialists is a Foundation Member.
Finally, please request your personal login details to access the Members Section of the IMS website and connect with me on LinkedIn to join the Institutes LinkedIn Group.
Mrs Lynne P Sykes Executive Administrator lynne.sykes@instituteofmanagementspecialists.org.uk
Specialised Manager Award
As the professional body for Management Specialists, IMS encourages all Associate Members, Full Members, Fellows and Companions to apply for the Specialised Manager designation in their specialised management field. The Specialised Management field recognition includes Administration, Education, Engineering, Finance, Human Resources and Marketing. Please visit the IMS website for further details.
3 What is a Professional Body for?
A personal view by Graham Hare, President of The Institute of Management Specialists
So, what is a professional body for? Why should we be a member of one? Good questions that every one of us should ask and consider how we can best use the services that the professional body offers.
There are broadly three types of professional body. The first of these is a statutory one where membership is compulsory to be able to practice your profession and which also acts as both a qualifying and disciplinary body. These also make ongoing education (continual professional development CPD) mandatory as part of an individuals license to practice. Examples of these within the UK include the Law Society and General Medical Council.
A second form of professional body encompasses education but is largely a representative of its members lobbying legislators and acting as a professional trade union. A UK example would be the Police Federation.
The final part of this trilogy are professional bodies who provide qualifications, support ongoing professional standards and through their recognized designations provide a recognizable standard that members have reached within their profession. Whilst their qualifications are not mandatory to carry out a profession, they are highly prized as a means of proving levels of academic and professional ability. Such bodies also look to offer a range of membership benefits, primarily educational. The Institute of Management Specialists falls into this category.
At this point it is appropriate to restate the IMS aims:
To encourage management excellence and specialist expertise.
To help members achieve their personal aspirations, fulfil their career ambitions and develop their innate potential.
To support lifelong learning and encourage education in management and specialist areas.
To give professional recognition to the knowledge and skills of managers and specialists.
The IMS aims have been consistent since our founding in 1971 and late last year the IMS re- launched its qualification structure to support its aims within a 21 st century context and to ensure that our professional offering stands scrutiny against other bodies where the ongoing and constant education of members has been a central plank for some time. To this end we launched the IMSs own CPD program where initially participation is voluntary but heavily encouraged but with a conscious consideration of it becoming mandatory at a future time in line with many other bodies.
I thought that it would be worthwhile reproducing the CPD overviews of another couple of professional bodies. Whilst these two have been chosen at random they demonstrate many things in common with programs across qualifying professional bodies:
According to the Chartered Institute of Personnel and Development (CIPD) CPD should: be continuous professionals should always be looking for ways to improve performance be the responsibility of the individual learner to own and manage be driven by the learning needs and development of the individual be evaluative rather than descriptive of what has taken place be an essential component of professional and personal life, never an optional extra
4 The Institute of Administrative Management (IAM) requires candidates to complete the following:
Self-SWOT Analysis This is intended to help the individual carry out some initial thinking about their strengths and weaknesses. In addition, they will need to think about possible directions for their career development and to highlight potential threats.
Personal & Professional Development Development of a PPDP is based upon the individuals SWOT Analysis. Its purpose is to assist them to formulate a set of development activities covering a period of twelve months. Long-term career plans should cover development activities for the next twelve months in the light of their intentions over the next three years.
Implementation Implementing of the individuals plan does not imply that they cannot or should not change it once implementation is underway. Situations and circumstances can and do change.
Learning Diary It is vital that the individual records their efforts and assesses the benefits of their planned activities. The activities that they undertake may not always generate the results that were intended. Time spent reflecting on how they have tackled each activity and in assessing the outcomes will enable the individual to adjust their PPDP for the following year. Moreover, by recording their activities they will be building a complete record of their professional/personal development that can form the basis for long- term career progression.
Annual Review/Summary At the end of the twelve month period, having reviewed the individuals activities they are required to complete the Summary Sheet. The process is repeated for the second and subsequent years by reviewing and updating the SWOT Analysis and then drawing up a new PPDP.
Registration for CPD shows the individuals own commitment to learning and allows them to consider best practice within the workplace.
Please feel free to re-examine the IMS scheme on our website in order to contrast it with the two other examples here. As the President of your chosen professional body, I am totally supportive of the principles of CPD and encourage every working member to participate. There is still plenty of time in 2012 to fully meet the requirements and many members will already be doing courses, training or reading which qualifies for CPD recognition within their workplace.
Our scheme is still in its infancy and further developments are under consideration for introduction at a later time. These developments may include a difference in designatory letters for members completing their annual submissions. The Management Council may in future years require certain membership grades to complete CPD in order to maintain certain levels of membership and, of course, the qualifying content will evolve.
It is all designed to help our members be recognized as true professional specialist managers with our membership being demanded by employers as a means of knowing that their staff meet the high standards demanded by a UK professional body.
Finally, if any member has a constructive proposal about how we can develop and promote our CPD scheme please contact our Executive Administrator, Lynne Sykes, who would love to put your thoughts and proposals forward to the Management Council.
5 New IMS Chapter in Hong Kong
Report by Professor Dr Nagar Lai, Chapter President
The IMS Hong Kong Chapter has been formed by a group of academics. Headed by Professor, Sir, Nagar Lai, who is Assistant President of St Clements Swiss Private University and Vice Chairman Dr Henry Shiu, who is a graduate of St Clements University.
Most of the other founding members are lecturers and Doctorate graduates of St Clements University.
St Clements University have their Academic Support Centre founded in South China University of Technology since 2009, and support the operations of many programs of St Clements worldwide, especially those programs in Asia, including Hong Kong, Macau, Cambodia and China. Over the years hundreds of students took the courses, mainly MBA and DBA programs, and form a strong alumni.
These graduates are from disciplines of Business, Engineering, Technology, Operations, and more. Now the alumni want to promote the professionalism and therefore joined hands to form this Institute of Management Specialists Chapter in Hong Kong.
THE SOCIETY OF SALES & MARKETING
The Society of Sales & Marketing was founded in the United Kingdom in July 1980 to provide an organisation for all those who work in all professional fields, including accountancy, financial management, management and others, as they all deal with matters relating to sales, sales management, marketing, retail management, international trade and services.
SSM is a reciprocal body of IMS. This means that IMS members can join SSM automatically. Special fees apply: Graduate (GSSM) 90 instead of 110, Associate (ASSM) 100 instead of 120, Fellows (FSSM) 120 instead of 150. Incorporated Sales & Marketing Professional (ISMP) by request.
The following programmes are also available for interested professionals: Diploma in Business Communication * Diploma in Consumer Behaviour Diploma in Accounting * Diploma in Marketing Communications Diploma in Financial Management * Diploma in Marketing Planning & Control Diploma in Sales Management * Diploma in Import & Export Management Diploma in Marketing * Diploma in Finance for Export Diploma in Retail Management * Diploma in International Trade & Services Diploma in Consumer Law * Diploma in Consumerism, Ethics & Social Responsibility
Any of the above Diplomas may qualify you for professional membership, according to age and experience. Further details may be obtained from: The Membership Secretary, Belinda Washington The Society of Sales & Marketing 40 Archdale Road, East Dulwich, London SE22 9HJ T: 0845 260 2900 Option 1 Fax: 0208 693 0555 W: www.ssm.org.uk E: info@ssm.org.uk
6 Establishment of an IMS Chapter in Kenya
by Professor Dr Elias Avutia FBSC, FFCSA, CCA, FIMS, FSSM, DIPFM (UK), MPRSK (Kenya)
EVANGELICAL TRAINING INSTITUTE P.O Box 62947-00200 Nairobi, Kenya Email: infovutia@yahoo.com
I am a management consultant, born in the year 1945. I incorporated The Management Services Limited in Uganda in the year 1976.
I was practicing as an accountant and auditor including working as a management consultant to the West Nile Transport Company Limited. A public limited Transport Company, a vibrant Public Company offering heavy transport company services, in the country. I was also a lecturer in Makerere University, teaching Business Communication and Business Economics.
In the process of my practice in Management, I established a Sole proprietorship Institution (Yole Polytechnic Institute) registered in the Republic of Uganda. That was in the year 1978. The polytechnic institute is doing very well and is offering:
1. Full Secondary Education to the level of Uganda National Examinations Board Ordinary Level Certificate.
2. Full Commercial and Technical Vocational Training Courses to the level approved by the Uganda National Examinations Board and the Directorate of Industrial Training (DIT) of Uganda.
In the future, the Polytechnic will become a University.
When I relocated to Kenya in the year 1981, I served as Principal of the Church Army Commercial College, preparing students for Diplomas in Accounting and Finance, Certificate in Secretarial Practice.
I graduated in Company Secretaryship and Administration from the Faculty of Secretaries and Administrators in Surrey, England.
I post graduated in Finance with the Institute of Professional Financial Managers in the United Kingdom (DIPFM).
I have the following professional qualifications: Fellow of the Faculty of Secretaries and Administrators (UK) Fellow of the British Society of Commerce (UK) Doctoral Fellow of the Institute of Professional Financial Managers (UK) Authorized Accountant and Auditor of Uganda Fellow of the Society of Sales and Marketing (UK) Full Member of the Public Relations Society of Kenya Fellow of The Institute of Management Specialists (UK)
While doing the work of God, I started the Evangelical Teacher Training Institute as a Ministry and within the Institute I manage the Evangelical Training Institute, where I train students for the Graduate Diploma in Marketing. This is the Institute which works with the St Clements University Higher Education School Niue to prepare students for the notable Bachelor of Applied Management Degree.
7 It is my desire to establish credible institutions offering Academic and professional qualifications up to Doctorate level.
I am also a professional Youth and Community worker trained by the National College of the YCMS in London.
The IMS recruitment campaign is going well and we will soon realise the establishment of the IMS Chapter in Kenya.
Among others in the list of founding the IMS Chapter in Kenya, I am being assisted by:
i. Mr Meshack Mochaue Mochoge AMIMS, FISSM (UK), Project Management Consultant and Treasurer with the University of Nairobi Chuna Housing Co-operative Society. ii. Mr Kimiti BIB. FIMS (UK), C M E UK Representative in Kenya. iii. Madam Pamella Ajado FSSM (UK), Office Manager needy Youth Care Non-Governmental organization in Kenya. iv. Charles Arson Avutia, Chartered Institute of Marketing Post Graduate Diploma holder and member of the CIM; a college lecturer in Theory and Practice of Marketing, Trainer of Trainers in Marketing. v. Stephen Kibet Koskei, B Educational Management, Higher Education Institution Manager.
Professor Dr Elias Avutia FBSC, FFCSA, CCA, FIMS, FSSM, DIPFM (UK), MPRSK (Kenya) Academic Dean St. Clements University, Higher Education School Niue, Program Kiwan Computer College Mitihani House 1 st Floor Mfangano Street, Nairobi
Technician This grade is for those who have passed our Ordinary Diploma course in Financial Management. Associate This grade is for those who have passed our Advanced Diploma course in Financial Management or have been Technicians for at least three years. Fellow This grade is for those who have passed our Post-Graduate Diploma course in Financial Management or have been Associates for at least five years. Doctoral Fellow This grade is for those who have passed our Post-Graduate Diploma course in Financial Management and hold a PhD/DBA from a recognised university.
Members of The Institute of Management Specialists can join IPFM on a reciprocal arrangement basis without having to complete a further application form. Institute of Professional Financial Managers (IPFM) (Registered as Professional UK Institute) 219 Bow Road, London E3 2SJ www.ipfm.org registrar@ipfmedu.co.uk
8 Report of the IMS Malaysia Chapter
by Dr Samuel T M Tan BSc.(Hon). Ind.Eng., MBA-TQM., DBA, Comp.IMS., C.Prof.BTM., Comp.IManf., DIPFM., CDBA., FCMI., MCGI., FInstLM., MCQI CQP., CMC
A message from the President of the Malaysia Chapter of The Institute of Management Specialists
Greetings from Malaysia. Once again, I would like to take this opportunity to thank Mrs Lynne Sykes, our Executive Administrator for inviting me to present this article in this column of our E- Journal. In my last article in the IMS E-Journal of July 2011, I reported the Malaysia Prime Ministers One Malaysia (1M) Concept and the Malaysia new Economic Transformation Programmes (ETP). These programmes are about high income and total development for all Malaysians. The entire transformation programme is anchored on one over-riding aim to be a high income and developed nation by the year 2020.
Quote: Sir Winston Churchill The empires of the future are the empires of the mind. It has been said that a man is no greater than his dream and his plan. Likewise a nation is no greater than its vision and its plan. Occasionally, a nation is blessed with a leader who is able to excite and inspire its people to actively seek to achieve its aspired status in the international ranking. Personally, I consider Malaysia as one of the lucky nations in this world to possess such a magical inspiration. The One Malaysia (1M) concept is already in place. The year 2020 is less than eight years away, to speed up the various processes in order to achieve the set goal, Malaysia will need many more highly skilled and knowledgeable professionals in its workforce. This can only be achieved through Human Capital development. The public at large has shown great interest in assessing their respective roles in moving towards this vision.
With this concept and drive, similar to Total Quality Management philosophy, these transformation programmes have begun from the top and everybody, every function, every activity and every sector gets involved. The Malaysia Economic Transformation Programme is a continuous improvement programme (so to say) aimed towards a Total Development Concept and ultimately raise the living standard and quality of life for all her citizens. It is the enhancement to the 1991 National Vision introduced by our outspoken former Prime Minister Tun Dr Mahathir Mohamad. In our National Language this vision is known as WAWASAN 2020 or Vision 2020 in English. If you are a visitor to Malaysia, I am sure you will notice this iconic sign throughout Malaysia.
In line with the National Vision, Future Industrial Management Consultancy, FIMC in short, which proudly and prominently houses the Malaysia Chapter of The Institute of Management Specialists United Kingdom, has pledged its full support and is very much committed to this noble cause. The IMS/FIMC Total Quality Management Professional Diploma and Post Graduate Diploma programmes, which have already been effected in the first quarter of 2011, The Institute of Management Specialists United Kingdom has achieved its mission in providing individual recognition through its Certification and Continuous Professional Development programmes in Malaysia.
The IMS/FIMC TQM programme is a Vocational Training and Life Long Learning programme especially designed for adults and working professionals. All its five training modules are approved as public training programmes and are registered with the Malaysia Ministry of Human Resource. These programmes are Human Resource Development Fund, (HRDF) claimable. The HRDF is a national fund provided by the Malaysian Government.
9 FIMC has planned to set up at least one training centre in all major cities in the country. For more information about these TQM programmes, please visit our website at: http://cammgnt.com or email to us at fimconsultancy@gmail.com or tqm@cammgnt.com. All interested parties and individuals are welcome to register on-line or visit us at the following training centres to sign up and enrol into this programme first hand.
FIMC Management Edu Sdn. Bhd. (Co. No. 952188 H) 02-05 (BLOCK A), Jalan Permas Utara, Bandar Baru Permas Jaya, 81750 Johore Bahru, Johore Darul Takzim, Malaysia Tel No: +607 2896389, H/P: +6016 7186389
Cambridge Training Sdn. Bhd. (Co. No. 802080 M) 33-3A-1, Jalan Metro Perdana Barat 1, Taman Usahawan Kepong Utara, 52100 Kuala Lumpur, Malaysia Tel No: 603 6241 5211, Fax No: 603 6259 5455
The IMS Malaysia Chapter currently is managed by five appointed committee members with the undersigned as the Chairman of the committee. All the five Committee Members are Business Partners and Shareholders of FIMC. I would like to take this opportunity to introduce the IMS Malaysia Chapters Committee Members here in this publication.
1. Mr Joseph Ong Tian You Life Fellow, FIMS 2. Mr Teh Kim Guan Life Fellow, FIMS 3. Mr Tony Cheah Cheng Hup Life Fellow, FIManf 4. Mr Gobalan A/L Kanaran Fellow, FIMS
In mid June dated 16 th and 17 th 2012, with one of its partners training centre, Cambridge Training Sdn. Bhd., FIMC has officially launched the IMS/FIMC TQM Professional Diploma and Post Graduate Diploma programmes. Incorporating the IMS Membership initiative and a free preview, the two day event was held in a 5 Star Hotel in the Malaysian Capital City Kuala Lumpur.
In the coming months, many more launches will be organized in major cities in Malaysia. FIMC is looking beyond this, and plans of possible cooperation with interested parties in Indonesian and Vietnam have taken place and is currently on-going. The recent event has drawn some 400 individuals and companies representatives. The launch was a success though the turnout was not high. Apparently, from our observation, it has become evident that the recent launch of our programmes has raised The Institute of Management Specialists and the Malaysia Chapters image to a greater height. It is indeed a big leap forward. At the time of writing this article, the FIMC database has registered more than one thousand new enquiries. I am very
10 optimistic, the IMS membership initiative and the IMS/FIMC TQM programmes will prevail and will be commercially accepted in this part of the world.
Last but not least, I would again like to thank our Executive Administrator, Mrs Lynne Sykes for her support and encouragement. I wish all at The Institute of Management Specialists and its Group Institutions many many more good years to come. May I offer my service to you. Thank you very much. Cheers.
Yours sincerely Dr Samuel T M Tan President, IMS Malaysia Chapter
Dual Doctorate Degree Program
St Clements Private Swiss University and the Entrepreneurial University of Costa Rica have agreed to a joint Doctorate Degree Program.
The program is based on an in depth researched study in any field of endeavour in business, management, administration, commerce and many more areas. Students must prepare a dissertation in the usual style and format of not less than 90,000 words (200 to 250 pages). However, before work starts, students must present a rationale of the proposed work and the literature and research methods planned to cover the field completely.
The Doctor of Business Management focuses on the implementation, improvement and development of systems, methods or means of using the knowledge in particular areas.
Study Area: The areas below are included into the students research area and are assignment based areas to cover the research topic of the student. Each area requires a mini thesis of 8,000 words and each study area must have a bearing on the topic of the dissertation of the DBM program. Strategic Management: Formulation, Implementation and Control Operations Management: Producing Goods and Services Research Methodology: Data Collection and Related Numerical Analysis Research Methods Statistical Probability and Related Analysis Quality Planning and Analysis
Dissertation 90,000 words.
On the successful completion of this program graduates will receive two Doctorates, one from St Clements Private Swiss University (Universit Suisse Prive St Clments) and one from Entrepreneurial University of Costa Rica (Universidad Empresarial de Costa Rica).
Universit Suisse Prive St Clments is a private Swiss University registered in the Canton of Vaud. It is a candidate for accreditation with the American Association of Higher Education and Accreditation.
Universidad Empresarial de Costa Rica is a private Costa Rica University licensed by the Costa Rica Ministry of Higher Education and listed on the UNESCO list of international universities.
If you are interested and require further details please contact scu@cbcl.ch Doctor of Business Management Doctor of Business Administration in Management
11 The War for Talents: Attitude is the New Thinking of Management
by Dr Samuel Lartey, DLitt. www.carayolgh.com
The world of global recruitment is changing forever. For far too many years the leading global organizations have been obsessed with academic qualifications, leading to a world where the top teams are long on qualifications but short on talents with the right attitude, culture and experience.
This approach is fast becoming outdated and the best of the best global businesses have been making insightful changes to the way they recruit and develop their new generation of talents. Gone are the job for life days, where people would learn a skill, or graduate from school, get a job, fixate on the job, get promoted through the ranks and stay loyal to one employer throughout their career. This practice led to talents exaggerating the financial success of the organization. They saw the destiny of the organization hinged on its financial performance.
Decision makers and managers in our businesses and public institutions on this old road used to look at CVs with five jobs on them in ten years and immediately label the candidates butterflies. But times have changed. More often than not, the finest careers are now a series of related and unrelated roles that show off the previously unvalued qualities of being willing to try things out, take risks and call upon as many different experiences as possible. These new talents serve as new blood to blend the old talents. They have experienced different cultures and are flexible at blending old and new cultures.
The aspect that has slowly dawned on the business world is that the hungriest to succeed are almost certainly not lifers anymore. Whereas in the old days we hired mainly on skills, the companies that now keep their noses ahead of the chasing pack hire attitude.
Truth be told, the pendulum has started to swing so much that it is becoming more and more apparent that its harder to unlearn individuals that have been in jobs for 20 years than it is to develop new skills in those that have the fire and the desire to be the best. After all, a person with a bad attitude and lazy work ethic will always be like that regardless of how many skills and qualifications they have. How many times have you heard the expression, hired for skills, fired for attitude?
Corporate skills can always be learnt afterwards if the person fits your culture. The trick contemporary leaders have adopted is to employ people that are better than themselves. But to do this means having the necessary confidence and self-belief that are integral traits of any great talent. On the old road, B grade managers will hire C level talents and C grade managers will hire D level employees. They make sure that the managers always appear to be better than everyone else.
The real difference comes with A grade organizations. They employ the very best A+ candidates the ones that will go the extra mile to do better than them and take their business up another level in the future. Dynamic organizations are in dire need of talents. Not talents entangled in academic qualifications but talents fired with passion and with the right attitude.
It is a common truth and clear to know that a number of successful entrepreneurs and employers have no trail of qualifications or letters attached to their names. They are either school drop outs or did not get to the University.
12 In a research I undertook recently, I posed a question to an odd selection of stakeholders to our business. The question was: Who would you want to lead our business? The reactions were rather worrying. They were all asking what our college and university drop ins are adding to the financial destiny of our organization. And that they would prefer talents with attitude. The majority of the responses I received from a research I conducted revealed that our graduates are embedding the legacy of our intellectual fathers and producing either at par or below their teachers.
But hey, dont mess your organization up, you need talents with education, you need the brightest and best of talents. Lets catch talents with attitude. Be bold. Become the talent that will make your employers proud.
About the Author: Samuel Lartey is a Turn-Around Expert, Business Development Consultant, accomplished Chartered Project Director and an Expert in Financial Information and Management Systems. He is familiar with multi-million dollar country-wide projects. He is a peoples coach, with a passion for implementing best practice in corporate governance and operational leadership. He has a high sense of process efficiency in operational improvement. He specializes in fine tuning business performance and increasing profitability.
Samuel is a Professor in Financial Information and Management Systems. This appointment came in view of his business and professional acumen and extensive academic research. Plus, his excellent achievements with international exposure experiences.
Samuel holds a Doctor of Letters (DLitt.) in Financial Information and Management Systems. He also holds a PhD in Financial Management, M.B.A. in Management Information Systems, and a B.A. in Social Science. Samuel specializes in corporate culture and career development. He picks his lessons from his learnings, experiences and mentoring experiences gained from the very many organizations he worked in and the voard experiences gained over time. He picked up his mentoring guidance from the worlds renowned business guru Ren Carayol, MBE.
CONSORTIUM OF PROFESSIONAL AWARDING BODIES (COPAB)
COPAB is the brainchild of a few internationally distinguished academics and professionals who agreed to set up an umbrella professional body to set professional standards for professional awarding bodies not only in the United Kingdom but also internationally. COPAB is for professional awarding bodies representing educational, vocational, technical and scientific fields world-wide. COPAB will work in partnership with colleges, universities, consultancies and all types of businesses and industries to provide a coherent business and professional education to fulfil identified needs.
For further details and a Membership Pack please contact: Professor Herbert Blankson, Secretary Consortium of Professional Awarding Bodies 40 Archdale Road, East Dulwich, London SE22 9HJ, United Kingdom
Tel: 0845 260 2900 (Option 3); Fax: 0208 693 0555 Email: profblankson@ssm.org.uk Website: Under construction
Mr Godfred Kyei is the Manager, Operations of Amanano Rural Bank Limited. He is an accomplished Chartered Financial Manager (CFM) from The Chartered Institute of Professional Financial Managers, USA, a Fellow of the Institute of Professional Financial Managers (FIPFM), UK, and a Fellow of The Institute of Management Specialists (FIMS), UK.
Mr Godfred Kyei started his banking career in 1999 with Weto Rural Bank Ltd in the Volta Region and later served as an Assistant Banking Officer for Akoti Rural Bank Limited for a period of four years. Mr Godfred Kyei joined Amanano Rural Bank Limited in 2004 as an Assistant Manager and rose to the position of Manager, Operations and currently the Deputy General Manager.
Mr Kyei is a peoples coach with a passion for implementing best practices in corporate governance and operational leadership. As a Professional Financial Manager, Mr Kyei believes in establishing good practice and relevant policies, procedures and good quality standards in internal controls system in financial organizations. Mr Kyei is an experienced banker with expertise in Operations, Corporate Audit, Controls, Credit Administration, Governance and Business Leadership. He has a high level knowledge, skills, tools and techniques in managing operational process efficiency gained from his training in Six Sigma to fine tune business performances.
Mr Kyei has contributed immensely to the success story of Amanano Rural Bank since 2004 with a total Asset increase of 1 million dollars to over 8.3 million dollars. Mr Kyei has also helped to improve the Banks performance in the prestigious Ghana Best 100 Companies Ladder, thus from 72 nd position in 2007 to 53 rd position in 2008 to 40 th position in 2009 to 25 th position in 2010 which is the latest. Finally, Mr Kyei has improved the Banks operational performance efficiency from 50% to 70% in year 2011 April as per the onsite examinations conducted by the Banking Supervision Department of the Central Bank.
He also holds an Executive Certificate in Business Administration, an Executive Mastery Certificate in Business Administration and a Certified Associate in Business Administration, all from the Graduate School of Governance and Leadership. Mr Kyei also holds an International Diploma in Finance, Accounting and Business Management from Cambridge International College, UK. Mr Godfred Kyei is currently pursuing his Masters Degree in Financial Management and has recently been approved by IMS as a Specialised Financial Manager and is mentored by Prof Dr Samuel Lartey.
14 Doing the Impossible
An extract from the book What Moves You: Are you inspirational? by David B Lingiah, PhD, CompIMS
Start by doing whats necessary; then do whats possible; and suddenly you are doing the impossible. St. Francis of Assisi
St. Francis is making three key points for successful living, for goal achievement: Whats necessary, whats possible, doing the impossible. But unless you START to take the first step you will never achieve the impossible, let alone doing whats necessary. Everything is in our grasp. ACTION is the requirement. Dreaming will not achieve the goal; praying will only prepare one for action but not for achieving anything in the end. ONLY by being up and doing will one accomplish even that which at first appears impossible. I find that the harder I work the more luck I seem to have, Thomas Jefferson.
Dr Laura De Giorgio, in an article, Doing the Impossible, pointed out the requirements to achieve the impossible: The first requirement is that YOU MUST WANT IT. It has to be YOUR DREAM, not someone elses dream. The idea of accomplishing this impossible dream has to be EXCITING to you. It is not enough that you merely wish you had that experience, you must DESIRE it with your entire being. You have to FEEL the FIRE of that DESIRE burning within you, consuming your entire being. It is this fire that will BURN AWAY and consume all the obstacles in your way. She added: Take some time EVERY DAY to DO SOMETHING that seems a bit impossible for you. You can only develop your powers and abilities through practice and application. You will not just wake up one morning and become something or somebody else. The world belongs to those who dare to follow their own hearts, to give all theyve got to bring about their own dreams. That is also the secret of happiness.
Every accomplishment starts with the decision to try. Dont wait until everything is just right. It will never be perfect. There will always be challenges, obstacles and less than perfect conditions. So what? Get started now. With each step you take, you will grow stronger and stronger, more and more skilled, more and more self-confident and more successful. The decision is to try. Rabindranath Tagore was right when he wrote: You cant cross the sea merely by standing and staring at the water. Cross now!
After reading these quotes one can understand what St Francis is really saying about achieving the impossible. So, lets start by DOING!
About the Author: David B Lingiah, BA (Hons) graduated from Glasgow Caledonian University and later obtained his MA in Counselling Studies, Knightsbridge University. He holds a PhD in psychology from Ansted University and was awarded a dual degree of Doctor of Science (DSc) Health Psychology from both Ansted University and Universidad Empresarial de Costa Rica (UNESCO listed). David was appointed external professor in psychotherapy and psychology for Ansted University where he serves as an Honorary Council member of the Board. He is a Fellow and Diploma holder of ABMPP (American Board of Medical Psychotherapists), member of COSCA (Scottish Counselling & Psychotherapy Association) and overseas member of the SPP (Society of Psychologists & Psychotherapists of Mauritius). David is a prolific writer and has contributed to several papers, magazines and websites, both in the United Kingdom and Mauritius. He has published books on health, counselling/psychology; he has also edited/proofread a number of papers and books/manuscripts on counselling/social work. He is a member of the International Writers and Artists Association (IWA), USA. He serves as counsellor/advisor to Victim Support Mauritius, and a counsellor to Addiction Recovery Centre, Glasgow. He is 68 years old. He has lived in Glasgow for over 40 years, is married and has two sons. WHAT MOVES YOU: Are you inspirational? David B. Lingiah, PhD (ISBN: 078-0-9511450-1-2) can be obtained from: Dr D B Lingiah, 7 Glenwood Gardens, Lenzie, Glasgow, G66 4JP Email: david.lingiah@gmail.com Telephone: 0141 5784168
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Web Site: www.scusuisse.ch Email: scu@cbcl.ch
Master of E-Commerce
St Clements Private Swiss University offers a Master of E-Commerce in co-operation with the Faculty of Professional Business and Technical Management (FPBTM). It is tutored by St Clements University Academic Support Centre in South China University of Technology School of Commerce, Guangzhou China.
Most MBA graduates would be given exemptions for most of the elective course work to complete the four core subjects. They would also gain an Executive Diploma in Technology from the Faculty of Professional Business and Technical Management (UK).
Compulsory Subjects:
E-Commerce Business Operations E-Commerce Business Management Information Systems designed for Business Computer Networks and Internet Marketing
Plus 5 subjects from the list below:
Marketing Management Management Information Systems Economic Models and Policy Organizational Behavior Financial Accounting Corporate Finance Technology Management Total Quality Management Operations Management Project Management Research Methodology Database Systems Business Data Communications Applied Computing II Programming in Java Software Engineering Multimedia Systems Foundations of Finance Management for Managers Strategic Management Advanced Accounting Managerial Control Management for Design Manufacturing Management Production Management Quantitative Methods Programming in Visual C++ Business System Development Applied Computing I Visual Computing E-Commerce Object-Oriented Analysis & Design IT Management Computer Integrated Manufacturing Management
Plus any other subject approved by the Course Director.
Course Completion: Four (4) of the topics must be examined by the writing of an 800012000 word thesis relating the subject material to an applied situation. The other subjects can be assessed by invigilated examination, open book examination, assignments or thesis projects as per what is set by the subject Course Director.
16 Building an effective team to ensure the realization of organizational goals and objectives: Issues for reflection by non governmental organizations
by Dr Oyat Christopher (D. Litt, CDBA, CompIMS, FIBR)
1.0 General Introduction 1.1 Background The impetus for preparing this article has been provided in part by my recent examination of existing conceptualizations of the challenges facing organizations in developing economies like Uganda, that are working towards building effective and efficient organizations. It is a fact that realizing organizational goals and specific objectives can only be guaranteed when effective teams are built through deliberate top management proactive efforts (Francis W. Mulwa, 2007).
It should be noted that today several organizations have gradually come to the realization that effective teams represent a proven means by which productivity and performance can be assured. Various Industry surveys, particularly in the manufacturing and non- governmental organizations seem to suggest that over two-thirds of all organizations activity encourage teams. The actual nature of teams is of prime importance, and their creation is of particular relevance to human resources management (Jonathan Sutherland and Diana Canwell, 2006). Essentially, it is noted that there are different types of teams as emphasized by Jonathan and Dianne. They note that all teams have a degree of authority, autonomy or empowerment.
We should appreciate that empowered teams are usually given the authority to plan and implement improvements. Self directed teams are virtually autonomous and are mainly responsible for supervisory issues. While cross-functional teams are more complex as they involve various individuals from different departments and/or levels of management, who are working towards a common end (Ibid).
It is vital that once teams have been created in organizations, with a degree of authority delegated to them, management and human resources departments need to step back and allow them to develop and learn how the new working practices will operate. The management and the human resources departments should retain the responsibility of monitoring and motivating the teams and their members to succeed. This then requires effective communication skills and a feedback system to enable teams to request additional assistance should it be required.
1.2 The Problem It is clear from these brief conceptualizations that the task of building effective teams is a multi- dimensional one that demands for multifactor solutions and approaches. In the context of NGOs and/or CBOs operating in developing economies, reports have indicated that such organizations fail to effectively and efficiently realize their attendant goals and specific objectives mainly because of limited efforts and attachment of value placed in building strong and robust teams in organizations. There appears to be a lot of unnecessary effort and resources placed on the hard end results and outcomes of development interventions rather than on creating effective teams. Francis W. Mulwa (2007) notes, for example, that in the case of the directive approach to project planning by a manager (Single-handed leadership style), although the style may save time, but it is evident this will be without consequences in its implementation, for example, the whole project is bound to take longer in its execution due to confusion, misunderstandings and rework; usually team members have little understanding of the project as a whole or how their work fits into the bigger picture; and there is little team ownership and commitment to the project or program monitoring, implementation and evaluation (Martin and Tate, 2001).
17 This research article attempts to address this foregoing concern based on one assumption, namely that the main cause and result of ineffective and inefficient organizations is rooted in the fact that most organizations and managers do not place adequate effort, time and financial resource to empower teams to succeed so that organizational goals and specific objectives are ultimately fully accomplished.
1.3 Overall objective To establish the importance and values of building an effective and efficient team so that organizational goals and specific objectives are achieved.
1.3.1 Specific objectives (a) To clarify the meaning of team and team building; (b) To examine the nature of teams and team building; (c ) To determine how effective teams are built in organizations; and (d) To establish how teams can be empowered so that organizational goals and specific objectives can be met.
2.0 Concept of a team and team building According to Stephen P. Robbin (2001) groups and teams are not the same thing. A group is considered as composed of two or more individuals interacting and are interdependent on one another, and have come together to achieve particular objectives. A work team refers to a group whose individual efforts result in a performance that is greater than the sum of the individual inputs. This definition helps management to clarify why so many organizations have recently restructured work processes around teams. Management of an organization tends to look for that positive synergy that will allow the organization to increase performance. The extensive use of teams creates the potential for an organization to generate greater outputs without so many inputs involved.
2.1 Types of Teams Although Jonathan and Dianne (2006) gave descriptions regarding different types of teams, Stephen P. Robbin (2001) attempted to throw more light in respect to their constituents (problem solving teams, self managed teams, cross-functional teams and virtual teams).
A problem solving team is composed of usually 5 to 12 employees from the same department who meet for a few hours to specifically address the problem at hand. Members share ideas and make suggestions in respect to how a problem should be tackled. In self managed teams, there is autonomy. Self managed work teams are groups of employees typically 10 to 15 in number who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Cross-functional teams refer to employees from about the same hierarchical level but from different work areas who come together to accomplish a task. While a task force is considered as a temporary cross-functional team and the constituted committee members are groups of people made up of members from cross-departmental lines. And virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. They allow people to collaborate on-line using communication links such as wide area networks, video conferencing, or e-mails whether they are only a room away or continents apart.
2.2 Integrated Organization Model (IOM) and team building Each and every organization operates in an environment. One of the models that is used to explain the operation of organizations is the Integrated Organization Model. This model emphasizes the interrelationships of the different elements of an organization; although the elements can, to a certain extent be treated separately, but on the whole they are all connected to each other, and ideally in balance. When there is no clear balance (fit) between the different elements within an organization or organizational unit, the organization will not perform optionally and the need for organizational change will be or become apparent (Richard Pettinger, 2006). In specific terms, IOM is an instrument for description, analysis, interpretation and diagnosis of an organization.
18 It offers an overall tool to put the various elements of an organization in their rightful places, be it a government department, a non- governmental organization, a local government, a peoples organization or a private enterprise wherever in the world (DANIDA Training Manual, 2001).
This model is illustrated below:
Figure 1: Showing an Integrated Organization Model components
Source: Adapted from DANIDA Training Manual, on Institutional Development and Organizational Strengthening (2001).
For the main purpose of team building, we will focus on the circle dealing with organizing elements. There are seven elements to be reckoned with as follows: organizational strategy, structure, systems, style of management, staffing, skills and shared values. Each of these elements when well handled in practical terms can effectively lead to the realization and establishment of an effective and efficient team in an organization. Let us handle each of these:
Strategy: Staff of an organization especially those on programs/projects should be conversant with the organizations strategy. A strategy refers to how things should be done in an organization. Members of a team should be facilitated and unified around approved and appropriate strategies to realize results. There should be consensus in respect to the best options or alternatives to be adopted for action. Structure: This should clearly demonstrate and detail responsibility centres and reporting lines. A clear and approved organizational structure enhances team building process and leads to the realization of the organizations aims and objectives. It averts potential conflicts from developing and erupting in the organization.
Systems: It is through properly established systems that the daily and long term functioning of the organization is steered clearly in the right direction. Clear, simple and approved policies, rules and regulations make organizational work easier and properly executed.
Style of management: Effective teams are those that embrace and promote participatory, team and democratic methods of governance.
General environmental factors Specific environmental factors Inputs Outputs Outcomes
Organizing elements
19 Staffing: The main question to be asked by members of top management is: do we have the right number of staff members working in all departments or divisions so that organizational aims and objectives can be effectively and efficiently executed? Note that an effective team is composed of the right size of staff working in all the departments or divisions. In this respect, there should be neither overstaffing nor understaffing if effective and efficient work is to be executed.
Skills: In all the teams/departments, we should ask our self the main question; are staff members equipped with the requisite knowledge and experience to do their respective work properly? Note that sufficient skills in a department strengthen team spirit and building process, thereby leading to effective execution of tasks and responsibilities.
Shared values: Values are established beliefs that organizational members trust in, and are bound with in as far as work operations are concerned. A successful organization should develop and approve its cherished and shared values, and all staff members should be seen to comply with them.
These seven (7) organizing elements if properly nurtured and built on, not only strengthen team building, but can go a long way to ensure that the organization realizes its established goals and specific objectives.
3.0 Methods of Study This study and article presentation is basically a case study with a strong component of qualitative approach. It is enriched with a descriptive cross- sectional design. The author generated most of the data from the staff members of Winrock International NUDEIL. The latter is an international NGO operating in four districts in northern Uganda. Its headquarters is in Little Rock, Arkansas in United States of America. The author was hired as a consultant to facilitate the team building workshop which took place on August 6 th , 2010 in Gulu town located in northern Uganda. Thirty four (34) staff members working in four districts participated in the one day workshop. The staff members were divided into three groups within the framework of focus group discussions. Each group made a presentation on the theme of effective team building, facilitated by the consultant. Useful ideas were generated from the staff (Dr. Oyat Christopher: Report on Effective team building dated August 6 th 2010).
Besides, the consultant used a report generated from ACORD staff in 2005 (Human Resources and Organizational Development Advisor Annual Report, 2005) to generate additional data. It was also vital to elicit data from relevant text books and other authentic materials as indicated in the reference list. In a sense, the article benefits from a wide cross section of data both primary and secondary sources.
4.0 Results Based on the aggregated and analyzed information from the staff of Winrock International NUDEIL and ACORD (an international British based charity working in Uganda), supported by other secondary sources of data, the following are crucial issues that non governmental organizations should pay close attention to in as far as effective and efficient team building is concerned: At various management levels of executing duties and responsibilities, each team unit should set clear goals or objectives to be achieved within a specified period of time by the members, and that all members should work together towards its realization, monitoring and subsequent evaluation. Evaluation is important in the sense that it enables team members to review achievement of objectives, and look forward to even making improvements. Each department or unit of work should clearly define the scope of work to be accomplished, its geographical coverage with clear allocation of duties and responsibilities. And this should be closely monitored and evaluated to inform best practices that could be adopted if need be. At various levels of management top, middle and lower levels, there should be clear and effective coordination of activities by all parties in the department/unit, and the organization as a
20 whole. It is revealed that many organizations tend to fail to realize their goals and objectives in a situation where there is poor coordination of activities and efforts. Coordination is linked to the notion of effective communication and information sharing. It is noted that there is a tendency by many top management officials to hide vital organizational information that are considered crucial in the realization of organizational aims and objectives. When for example, program staff members are in the dark in respect to relevant and salient matters pertaining to work, the end result is usually apathy, ineffectiveness and inefficiency in the execution of tasks and responsibilities. It is important that all staff members are conversant with binding organizational policies, rules, regulations and other program documents if effective teams are to be built to yield positive results. This means that as soon as staff members are recruited and selected to perform different tasks and obligations, it becomes crucial that an induction exercise is organized for them. To enable the proper integration of staff members into the work environment, the staff members who have joined the organization should be fully inducted. This further implies that an organization should have an induction manual available in the organization and preferably at the custody and operationalization by the human resources department/section. The need to emphasize mutual respect towards one another is vital. Undermining staff efforts, creativity and innovative ideas is wrong and is known to lead to apathy and team spirit degeneration. Effective time management in respect to tasks and obligations to be executed should be observed. Capacity building of staff members of the organization is critical to sustained and effective organizational performance. Training gaps should be identified early enough and attendant actions be taken so that staff can ultimately perform to the best of the organizations expectation. The human resource department/unit/section should be instrumental in Training Needs Assessment (TNA) and its subsequent implementation. Note that complying with staff training and development concerns is a motivation for effective and efficient team building. Each and every staff should be in possession of a detailed job description, spelling out clearly the attendant duties and responsibilities among other matters. It becomes difficult to hold a staff member accountable when there is either a substandard job description produced or not at all in place. Staff induction process should as well encompass emphasis being placed on the implementation of the duties and responsibilities spelt out in the respective staff job descriptions. Organizations should have clear structures spelling out responsibility centres as well as reporting lines, both vertical and horizontal relationships. This should be clear enough to avoid confusion and misunderstandings. Conflicts can arise when the organizations structure is not clear and transparent enough. It became clear from the focus groups discussions that both the mid-year and annual staff appraisal exercises should be transparent and inclusive. It was noted that some supervisors in some organizations do not fully involve the staff to be appraised in the process of appraisal. This means that areas for improvement are not brought frankly and openly to the attention of the staff. This behaviour by some line managers amounts to witch-hunting and mere fault finding. This attitude and practice leads to a scenario where staff members are demoralized and commitment dampened. Effective and timely accountability and transparency in handling organizational resources are critical and significant. At various levels of management, line managers or supervisors should be transparent to their subordinates. All the staff members within the department/division of work should be made to know how resources are utilized. They should as well be duly involved in the decision making process including allocation of resources at that level. In the recruitment and selection of staff members for the various advertised positions, due attention should be taken in the matter of analyzing and recommending for person specifications in relation to particular jobs advertised. Identifying the right person, at the right time and to be in the right place is crucial.
21 An organization should not hurry to recruit and select staff members because program or project work has to be quickly executed within a particular timeframe. Being patient and investigative is imperative to avoid bringing on board a wrong staff member. Inclusive management style especially by top management or line managers cultivates the sense of team spirit and building, thereby enabling and ushering in the situation where organizational aims and objectives can be effectively implemented. It came out clearly that a high performing team is the one where the members are self- driven and self-motivated to execute attendant duties and responsibilities without compulsion and sustained supervision. Finally, it was revealed that a positive attitude of staff members of a given organization is crucial in enhancing and consolidating team spirit and building. The question goes back to the subject of individual personality make up. So, it is important during the recruitment and selection process that sufficient time is given to thoroughly assess ones personality. Equally important, top management of an organization should cultivate the spirit and culture of staff members possessing the right and positive attitudes and mentality towards organizations work.
5.0 Conclusions and Recommendations It is important to assert that the findings and discussions in this article were limited to non- governmental organizations. To this extent, the following are the main conclusions and recommendations to be reckoned with by organizations and managers: Managers and supervisors should have sufficient time to sit down with members of their teams to discuss ways to improve performance. Managers and supervisors should always be visible and accessible by subordinates so that personal and professional support can be provided. We should equally note that in an empowered team, it is part of everyones job to review performance and take responsibility for helping to improve it. Managers and supervisors should listen and appreciate concerns of subordinate staff members. If someone does come out with an idea, this should be listened and properly attended to. Most organizations and managers are reluctant to change how they do things. Sometimes this can be a good thing. But institutional lethargy holds back important new ideas. Lack of openness between managers/ supervisors and their teams on the basis of what is called closed door policy is disastrous for an organization. As noted earlier on, one of the most important roles of managers/supervisors is to listen to their workforce and be seen to take a keen interest in their work management by working about. Managers or supervisors should create opportunities for team members to express their ideas freely and openly, or else the workforce will not get involved thereby leading to apathy and team spirit degeneration. In many organizations, many leaders do not take instant action until problems become so serious that they hit management in the face. Top management staff should always identify trouble spots early enough and develop effective ways of handling them in advance before they erupt to cause commotions. They should as well avoid the scenario of unilaterally coming out with possible solutions and imposing them on the team members. This arrangement and conduct of business is common in organizations, and rarely achieves much. Many leaders of organizations ask their employees for ideas about how to improve performance. Employees would then respond fast enough and accordingly, but to their dismay, it would take top management too long to respond or implement the good ideas or recommendations generated. There is poor speed of response to concerns of staff members. This is dangerous and should always be avoided to sustain staff interest, zeal and curiosity in the work of the organization. All staff members of a given organization should appreciate the value of effective accountability of resources at each ones disposal. Transparency is important in relating with one another, and especially when accounting for organizational resources. Regular staff meetings to diffuse possible tensions or conflicts are imperative. Departmental
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/sectional/unit meetings led by, say the team leader on a weekly basis is preferable and encouraged. Participatory and team management style should always be promoted at various levels of leadership. Ideas should be openly discussed and approved so that a particular position is owned by the staff members. Clear and transparent communication channels should always be made known to all staff members, and should form the basis of staff relationships and work ethics. Staff members of the organization should respect and celebrate diversity. Irresponsible discrimination should be discouraged, and access to equal opportunities be accorded to all staff members of the organization at various levels of management. The human resource policy and the code of conduct document of the organization should clearly reflect this position.
REFERENCES DANIDA (2001), Training Manual: Institutional Development and Organizational Strengthening, Copenhagen, DANIDA. Dr. Oyat Christopher (August 6 th 2010), Final Report on Building an Effective Team: Key issues for consideration, Gulu, Uganda. Dr. Oyat Christopher (December 2005), ACORD, Northern Uganda Annual Report, Gulu, ACORD, Uganda. Francis W. Mulwa (2007), Participatory Monitoring and Evaluation of Community Projects, Eldoret, Zapf Chancery publishers. Jonathan Sutherland and Dianne Canwell (2006), Key Concepts in Management, London, Palgrave Macmillan. Martin P. and Tate K. (2001), Getting Started in Project Management, New York, John Wiley and Sons, Inc. Richard Pettinger (2006), Organizational Behavior, London, Palgrave Macmillan. Stephen P. Robbin (2001), Organizational Behavior, New York, Pearson education Asia.
About the Author: Dr Oyat Christopher is a Lecturer in Gulu University. He holds a Doctorate Degree in Business Organization with a specialization in Community Organizations. He has executed several consultancy services and capacity building programs with many local and international organizations. He has great passion and interest in working with NGOs or CBOs. Dr. Oyat Christopher is both a respected academician and an experienced management professional and scholar, known nationally and internationally.
This year has been exciting and challenging; I run training courses for nationals from Africa to the Commonwealth of Independent States (CIS) / Former Soviet Union (FSU) countries, from China and Russia to the rest of the world
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a:a,ol ltc |as |cc: aut|o:izcc to :u: t|c l\ Dipioma in Management