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

2. 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

3. Jens Schneider

4. 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

5. 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

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

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

8. Jens Schneider www.aelsnet.net

9. 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

10. Jens Schneider www.aelsnet.net

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WHY is it happening?
Jens Schneider

14. 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

15. 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

16. 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

17. 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

18. 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

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

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

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HOW can we build all of this back into the system?
Jens Schneider

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