Makerere University Academic Registrar Thumped By A Disappointed Student by name Vincent Nuwagaba

By Johnson Taremwa

Police at Wandegeya have caged a 32 year old man who allegedly punched and assaulted the Registrar of Makerere University, Olar Odur. The boxer was identified as Vincent Nuwagaba, 32, an employee of foundation for Uganda Human Rights. The OC CID at Wandegeya Police Station Rebecca Namugenyi told Red Pepper that Nuwagaba on Monday attacked the Registrar demanding his admission form. “This man attacked the boss in his office demanding to be admitted for masters in Law.


As a former student the Registrar asked him to produce an identity card (ID) but he failed. He later advised him to bring a letter from Police,” Said Namugenyi.It is reported that Nuwagaba complied but on returning with the letter, he started punching the registrar.


“We heard the big man crying like a little baby so we ran fast to check out,” one of the rescuers told this reporter. He added that: “We forcefully opened the door and found the man down. We grabbed Nuwagaba and took him at Makerere police.” However, Nuwagaba told Red Pepper that he fought the Registrar because he is too corrupt.

“You pressmen I want to assure you that this man is bad. I got my masters in law scholarship but he was bribed and gave it to another person,” Nuwagaba alleged. Namugenyi said that Nuwagaba will be charged with Threatening Violence and Assault under police file number CRB 1163/09.

STYLES OF MANAGEMENT

What makes a good leader or manager?
For many it is someone who can inspire and get the most from their staff.
There are many qualities that are needed to be a good leader or manager.
· Be able to think creatively to provide a vision for the company and solve problems
· Be calm under pressure and make clear decisions
· Possess excellent two-way communication skills
· Have the desire to achieve great things
· Be well informed and knowledgeable about matters relating to the business
· Possess an air of authority
Do you have to be born with the correct qualities or can you be taught to be a good leader? It is most likely that well-known leaders or managers (Winston Churchill, Richard Branson or Alex Ferguson?) are successful due to a combination of personal characteristics and good training.
Managers deal with their employees in different ways. Some are strict with their staff and like to be in complete control, whilst others are more relaxed and allow workers the freedom to run their own working lives (just like the different approaches you may see in teachers!). Whatever approach is predominately used it will be vital to the success of the business. “An organisation is only as good as the person running it”.
There are three main categories of leadership styles: autocratic, paternalistic and democratic.
Autocratic (or authoritarian) managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. This approach derives from the views of Taylor as to how to motivate workers and relates to McGregor’s theory X view of workers. This approach has limitations (as highlighted by other motivational theorists such as Mayo and Herzberg) but it can be effective in certain situations. For example:
When quick decisions are needed in a company (e.g. in a time of crises)
When controlling large numbers of low skilled workers.
Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staff still need direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayo’s Human Relation view of motivation and also the social needs of Maslow.
A democratic style of management will put trust in employees and encourage them to make decisions. They will delegate to them the authority to do this (empowerment) and listen to their advice. This requires good two-way communication and often involves democratic discussion groups, which can offer useful suggestions and ideas. Managers must be willing to encourage leadership skills in subordinates.
The ultimate democratic system occurs when decisions are made based on the majority view of all workers. However, this is not feasible for the majority of decisions taken by a business- indeed one of the criticisms of this style is that it can take longer to reach a decision. This style has close links with Herzberg’s motivators and Maslow’s higher order skills and also applies to McGregor’s theory Y view of workers.
Summary of management styles
Description Advantages Disadvantages
Autocratic Senior managers take all the important decisions with no involvement from workers Quick decision making Effective when employing many low skilled workers No two-way communication so can be de-motivating Creates “them and us” attitude between managers and workers
Paternalistic Managers make decisions in best interests of workers after consultation More two-way communication so motivating Workers feel their social needs are being met Slows down decision making Still quite a dictatorial or autocratic style of management
Democratic Workers allowed to make own decisions. Some businesses run on the basis of majority decisions Authority is delegated to workers which is motivatingUseful when complex decisions are required that need specialist skills Mistakes or errors can be made if workers are not skilled or experienced enough

DOES THE LEADER NEED HELP OR GIVE HELP?

It should be remembered that self-giving love is at the core of healthy Christian leadership. For the healthy leader, the “fundamental focus shifts from what we need and from what others should be doing for us to what we can do to serve them. This is the very essence of what Jesus did in His life and ministry and it is at the heart of what He calls us to do (Matt. 20:26-28).”

So, does the Christian leader need help from others or is his focus to give help to others?

Of course, the answer is yes!
Jesus was perfect and, yet, He needed the ministry of others to Him. Jesus had friends and He needed them; as a Man, He needed their fellowship and support. For example, Jesus was grieved when they fell asleep in the garden (Matt. 26:36-45). He needed them:
…My soul is overwhelmed with sorrow to the point of death. Stay here and keep watch with me. (Matt. 26:38)
Paul also had friends, and they nurtured and strengthened him:
You know that the household of Stephanas were the first converts in Achaia, and they have devoted themselves to the service of the saints. I urge you, brothers, to submit to such as these and to everyone who joins in the work, and labors at it. I was glad when Stephanas, Fortunatus and Achaicus arrived, because they have supplied what was lacking from you. For they refreshed my spirit and yours also… (1 Cor. 16:15-18)
Significantly, Stephanas was Paul’s own convert! Paul was not too proud to receive nurture and support from his own spiritual son. Onesiphorus, also, was a friend to Paul and strengthened him in “many ways,” doubtless including emotionally and spiritually:

May the Lord show mercy to the household of Onesiphorus, because he often refreshed me and was not ashamed of my chains. On the contrary, when he was in Rome, he searched hard for me until he found me. May the Lord grant that he will find mercy from the Lord on that day! You know very well in how many ways he helped me in Ephesus. (2 Tim. 1:16-18; cf. 2 Cor. 7:6-7)
Romans 16:1-16 mentions several of Paul’s “dear” friends and even a spiritual “mother” in verse 13!
Greet Rufus, chosen in the Lord, and his mother, who has been a mother to me, too. (Rom. 16:13)
According to Ken Williams in A Model for Mutual Care, Paul’s “letters mention at least 75 specific friends and colleagues. These were significant people in his life, many of whom ministered to him.” Paul, clearly, had a strong personal commitment to community!
If Jesus, the Son of God, and Paul, the mighty apostle, needed friends, who are we that we don’t? It is not a sign of strength to be by oneself in leadership. It is a mark of weakness. Leaders need friends. Their community around them is like the soil in which the leader grows and thrives, and a plant is never independent of the soil.
…in Christ we who are many form one body, and each member belongs to all the others. (Rom. 12:5)
No leader ever grows to the point where he is so strong in God that he no longer needs vital relationships with others around him. Effective Christian leaders lead in a context of community – not as tough “ministry islands” off by themselves. In the body of Christ, no members are independent:
The body is a unit, though it is made up of many parts; and though all its parts are many, they form one body. So it is with Christ. (1 Cor. 12:12)
At the same time, the healthy leader recognizes that his primary role is to serve – to be a giver. Consequently, his focus is on the people he serves.
…children should not have to save up for their parents, but parents for their children. So I will very gladly spend for you everything I have and expend myself as well… (2 Cor. 12:14-15)
The healthy leader honestly recognizes his own needs for help and, embracing those needs, puts himself in the place where he can receive nurture, encouragement and accountability, but he does not demand that his needs become the center of attention. In fact, Paul describes this demanding as one characteristic of the false teachers who were serving themselves at the expense of the people:
For we do not preach ourselves, but Jesus Christ as Lord, and ourselves as your servants for Jesus’ sake. (2 Cor. 4:5)
In fact, you even put up with anyone who enslaves you or exploits you or takes advantage of you or pushes himself forward or slaps you in the face. (2 Cor. 11:20)
Even when Paul exhorted the people that they should give, it was for their benefit, not his:
I rejoice greatly in the Lord that at last you have renewed your concern for me… I am not saying this because I am in need, for I have learned to be content whatever the circumstances… I can do everything through him who gives me strength. Yet it was good of you to share in my troubles… Not that I am looking for a gift, but I am looking for what may be credited to your account. (Phil. 4:10-17)
Thus, the healthy leader recognizes his own needs and puts himself in the place where those needs can be met, but he does not make his needs the center of attention, selfishly and immaturely demanding that others put him first. The healthy leader is a giver – a servant.
The Son of Man did not come to be served, but to serve, and to give his life as a ransom for many (Matt. 20:28)