Browsing by Author "Wambui, Lydiah"

Now showing 1 - 5 of 5
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    Conflict management.
    (2009) Wambui, Lydiah
    This presentation deals with various aspects of conflict, including the nature of conflict; negative connotations associated with conflict situations; levels and sources of conflict; and different methods and styles for managing conflict.
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    Factors that impede adoption of e-learning in developing countries: Advice for moving beyond challenges with integrating e-learning platforms at NUST.
    (2009) Wambui, Lydiah; Black, Ella
    This paper examines factors that impede adoption of e-learning in developing countries and proposes strategies for African universities interested in overcoming the challenges posed by technology integration. The findings reveal that when content learning is integral to e-learning, it has the potential to support increased e-learning outcomes, especially if lecturers at the NUST align their teaching strategies with many of the goals of Vision 2030 and the Millennium Development Goals. The NUST has its own strategic goals for 2013, which are aligned with Vision 2030. NUST’s 5-year strategic goals focus on accessibility, technical support and resource allocation. NUST lecturers provided insight into e-learning benefits and challenges, which lead to recommendations that can be generalized for institutions in developing countries.
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    Identification and screening of entrepreneurial skills in education.
    (Technikon, Pretoria & NUST, 2002) Wambui, Lydiah
    Entrepreneurship education should encourage students to look for creative and innovative ideas that may provide multiple solutions to problems, and develop their capacity to think independently. Education should provide an opportunity for students to learn, explore and implement ideas. One should not be punished for creative and innovative thinking (out of the mold). One should not be punished because his/ her idea was not successful but rather encouraged to continue in the search for new ideas. This will encourage learners to acquire knowledge, experience and willingness to examine problems in new ways.
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    Leadership potential for credibility.
    (2009) Wambui, Lydiah
    Leadership is the process of guiding and directing the behaviour of people in the work environment. Formal Leadership occurs when and organisation officially bestows on a leader the authority to guide and direct other in the organisation. Informal leadership occurs when a person is unofficially accorded power by others in the organisation and uses influence to guide and direct their behaviour. Leadership on the job is summed up in the effect that everything a leader says and does has on the workforce. It involves securing willing cooperation, interest and desire to do the job the way the leader wants it done. S/he is ahead of the group, showing the way, finding the best path to the objective as indicated by the leader. A leader must have the ability to create and articulate a realistic a, credible and attractive vision of the future for an organisation or business unit that grows out of and improves on the present. This vision must be value centred, realizable, evokes superior imagery and well articulated. The leader must be able to explain the vision to others, model the vision and extend vision to different leadership contexts.
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    Personal effectiveness and executive stress.
    (2009) Wambui, Lydiah
    Personal effectiveness is defined as a distinct set of behavioural competencies (qualities, skills and attributes) that are associated with effective management behaviour or embedded within all work-related activities. It includes key behaviours required for a competent manager to perform. In order to achieve personal competency it is important for you as a manager to understand your own strengths and to maximise them as well as identify your own weaknesses and learn how to overcome them. Once you take responsibility of self-development, you are able to help others to develop themselves through reviews, daily interaction, informal feedback, advice and guidance. Being effective as an individual and organisation is no longer an option but a price for entry into the playing field of life. The greater the change the more challenges individuals face and therefore the more the demand for personal effectiveness.