Jens Schneider www.aelsnet.net Beyond a Knowledge Society: Leading Namibia’s Community Radio towards ICT- empowered Broadcasting Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net HOW MANY ICT experts would you need to turn in a new light-bulb? ANSWER: WHY a Light-bulb? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net 1-Minute Elevator Brief Jens Schneider from Namibia founded the Change 4 Action Leadership in Management training programme and is the Managing Director of AeLSNet (Africa eLearning Service Network), an online new media learning centre. In addition, Jens heads Studyeeze, an a programme committed to improving learning and study-methods among learners in Africa and is co-founder of The 4x4Life Diet, a health and lifestyle improvement programme. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net 4LQ - 4 Learning Questions What is happening? Why is this happening? Which lesson need I learn from this? How can I build it back into the system? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net WHAT is happening? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Vision 2030 Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net NDP4 : Overall Goals: Execution, M&E NDP4 : Strategic Areas: Education and skills My Vision: Enable every Namibian towards maximum empowerment through C4A Leadership in Management be it at personal, community, organisational or national level. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net WHY is it happening? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Rensis Likert (1903–1981). His research was summarised by Derek Pugh as follows: Likert distinguishes four systems of management. System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc. Organising 13 System 2 is the benevolent authoritative type where management uses rewards, subordinates’ attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc. System 3 is the consultative type where management uses rewards, occasional punishments and some involvement is sought; communication is both down and up but upward communication other than that which the boss wants to hear is given in limited amounts and only cautiously. In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels. System 4 is characterised by participative group management. Management give economic rewards and make full use of group participation and involvement in setting high performance goals, improving working methods, etc.; communication flows downwards, upwards and with peers and is accurate; subordinates and superiors are very close psychologically. Decision making is widely done throughout the organisation through group processes, and is integrated into the formal structure by regarding the organisation chart as a series of overlapping groups with each group linked to the rest of the organisation by means of persons who are members of more than one group. System 4 management produces high productivity, greater involvement of individuals, and better labour–management relations. Management, according to Likert, is always a relative process. To be effective and to communicate, leaders must always adapt their behaviour to take account of the persons whom they lead. There are no specific rules which will work well within all situations, but only general principles which must be interpreted to take account of expectations, values and skills of those with whom the manager interacts. Sensitivity to these values and expectations is a crucial leadership skill, and organisations must create the atmosphere and conditions which encourage all managers to deal with the people they encounter in a manner fitting to their values and their expectations. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Rensis Likert (1903–1981). His research was summarised by Derek Pugh as follows: Likert distinguishes four systems of management. System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc. Organising 13 System 2 is the benevolent authoritative type where management uses rewards, subordinates’ attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc. System 3 is the consultative type where management uses rewards, occasional punishments and some involvement is sought; communication is both down and up but upward communication other than that which the boss wants to hear is given in limited amounts and only cautiously. In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels. System 4 is characterised by participative group management. Management give economic rewards and make full use of group participation and involvement in setting high performance goals, improving working methods, etc.; communication flows downwards, upwards and with peers and is accurate; subordinates and superiors are very close psychologically. Decision making is widely done throughout the organisation through group processes, and is integrated into the formal structure by regarding the organisation chart as a series of overlapping groups with each group linked to the rest of the organisation by means of persons who are members of more than one group. System 4 management produces high productivity, greater involvement of individuals, and better labour–management relations. Management, according to Likert, is always a relative process. To be effective and to communicate, leaders must always adapt their behaviour to take account of the persons whom they lead. There are no specific rules which will work well within all situations, but only general principles which must be interpreted to take account of expectations, values and skills of those with whom the manager interacts. Sensitivity to these values and expectations is a crucial leadership skill, and organisations must create the atmosphere and conditions which encourage all managers to deal with the people they encounter in a manner fitting to their values and their expectations. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Rensis Likert (1903–1981). His research was summarised by Derek Pugh as follows: Likert distinguishes four systems of management. System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc. Organising 13 System 2 is the benevolent authoritative type where management uses rewards, subordinates’ attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc. System 3 is the consultative type where management uses rewards, occasional punishments and some involvement is sought; communication is both down and up but upward communication other than that which the boss wants to hear is given in limited amounts and only cautiously. In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels. System 4 is characterised by participative group management. Management give economic rewards and make full use of group participation and involvement in setting high performance goals, improving working methods, etc.; communication flows downwards, upwards and with peers and is accurate; subordinates and superiors are very close psychologically. Decision making is widely done throughout the organisation through group processes, and is integrated into the formal structure by regarding the organisation chart as a series of overlapping groups with each group linked to the rest of the organisation by means of persons who are members of more than one group. System 4 management produces high productivity, greater involvement of individuals, and better labour–management relations. Management, according to Likert, is always a relative process. To be effective and to communicate, leaders must always adapt their behaviour to take account of the persons whom they lead. There are no specific rules which will work well within all situations, but only general principles which must be interpreted to take account of expectations, values and skills of those with whom the manager interacts. Sensitivity to these values and expectations is a crucial leadership skill, and organisations must create the atmosphere and conditions which encourage all managers to deal with the people they encounter in a manner fitting to their values and their expectations. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Rensis Likert (1903–1981). His research was summarised by Derek Pugh as follows: Likert distinguishes four systems of management. System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc. Organising 13 System 2 is the benevolent authoritative type where management uses rewards, subordinates’ attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc. System 3 is the consultative type where management uses rewards, occasional punishments and some involvement is sought; communication is both down and up but upward communication other than that which the boss wants to hear is given in limited amounts and only cautiously. In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels. System 4 is characterised by participative group management. Management give economic rewards and make full use of group participation and involvement in setting high performance goals, improving working methods, etc.; communication flows downwards, upwards and with peers and is accurate; subordinates and superiors are very close psychologically. Decision making is widely done throughout the organisation through group processes, and is integrated into the formal structure by regarding the organisation chart as a series of overlapping groups with each group linked to the rest of the organisation by means of persons who are members of more than one group. System 4 management produces high productivity, greater involvement of individuals, and better labour–management relations. Management, according to Likert, is always a relative process. To be effective and to communicate, leaders must always adapt their behaviour to take account of the persons whom they lead. There are no specific rules which will work well within all situations, but only general principles which must be interpreted to take account of expectations, values and skills of those with whom the manager interacts. Sensitivity to these values and expectations is a crucial leadership skill, and organisations must create the atmosphere and conditions which encourage all managers to deal with the people they encounter in a manner fitting to their values and their expectations. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net Rensis Likert (1903–1981). His research was summarised by Derek Pugh as follows: Likert distinguishes four systems of management. System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc. Organising 13 System 2 is the benevolent authoritative type where management uses rewards, subordinates’ attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc. System 3 is the consultative type where management uses rewards, occasional punishments and some involvement is sought; communication is both down and up but upward communication other than that which the boss wants to hear is given in limited amounts and only cautiously. In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels. System 4 is characterised by participative group management. Management give economic rewards and make full use of group participation and involvement in setting high performance goals, improving working methods, etc.; communication flows downwards, upwards and with peers and is accurate; subordinates and superiors are very close psychologically. Decision making is widely done throughout the organisation through group processes, and is integrated into the formal structure by regarding the organisation chart as a series of overlapping groups with each group linked to the rest of the organisation by means of persons who are members of more than one group. System 4 management produces high productivity, greater involvement of individuals, and better labour–management relations. Management, according to Likert, is always a relative process. To be effective and to communicate, leaders must always adapt their behaviour to take account of the persons whom they lead. There are no specific rules which will work well within all situations, but only general principles which must be interpreted to take account of expectations, values and skills of those with whom the manager interacts. Sensitivity to these values and expectations is a crucial leadership skill, and organisations must create the atmosphere and conditions which encourage all managers to deal with the people they encounter in a manner fitting to their values and their expectations. Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net ICT in RADIO Broadcast Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net WHICH is the lesson we need to learn from this? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net HOW can we build all of this back into the system? Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net

Jens Schneider www.aelsnet.net