Johari window collage3/18/2023 ![]() Explore the complex nature of change, its drivers, signals, speed and impact on individuals, organizations and society.The module underscores how the changes people undergo as individuals and theirgrowth needs are, in many ways, similar to those through which organizations go giving rise to the need for using the Human Body Organization (HBO) as a benchmark for Organizational Development (OD). Participants are availed with opportunities to identify drivers of change, signals of change and the impact of variousĬhanges on individual clients and on their ![]() This is Arena on ‘managing change’ discusses the various aspects of change including man as a victim and cause ofĬhange, the pervasiveness and paradoxical nature of change as well as the speed of change. Turn any one of the generated ideas into a business plan complete with a cash flow statement, statement ofĬomprehensive income (profit and loss), balance sheet and implementation strategies.Generate individual business ideas using a template showing four possible sources.Assist participants assess their personal entrepreneurial competences and readiness.Define entrepreneurship in its broadest terms.The arena on entrepreneurship development is intended to: It clarifies the differences between business skills and an entrepreneurial mindset and continues to discuss factors that trigger entrepreneurship. This arena is on Entrepreneurship Development it dispels the myth that entrepreneurship is only to do with business by also examining other types including social entrepreneurship. Through simulation exercises and role plays, this arena ensures mastery of the concepts and demonstrates how they can be leveraged to enhance participants’ self-confidence and capabilities for personal growth. Foster mastery in the use of Transactional Analysis (TA) and giving and receiving feedback using the JOHARI window model.Provide participants with tools for self analysis, introspection and learning.To strengthen the various mental abilities needed for thinking creatively.Through introspective and interactive methodologies, it is aimed at: Leadership is first taking a look at oneselfĪnd building the necessary self-confidence to be able to take on self, a team and then an organization. This arena is on Personal growth (self- confidence building). Enable leaders use strategic thinking questions in mapping out strategic directions for themselves as individuals and for their organizations.Enable leaders and others clarify their own individual visions and missions with a view to inspiring others do the same.Develop new skills and mindsets that help leaders to think outside the box.This arena covers V isionary Leadership a nd Strategic Planning and its intended to: The contents for each Arena is portioned into activities (sessions) that would be covered in five days. ![]() The subject matter (content) for the development of capacities under each arena is put together along with the adult education methods and techniques for delivering it. The LFC Programme is intended to systematically develop capacities of cooperative leaders and individual members of member-based organizations in: The four ‘Arenas’ make p the complete course “Leadership For Change in Cooperative” (LFC) ![]() The LFC programme is designed to be offered in four weeks staggered in a 5-day ‘module’, code – named “Arena”. To contribute to the efficient management, sustainable development of the co- operative movement and the private sector by providing skilled manpower, enlightened membership through research, education and training”. The College’s Vision is “To be a centre for excellence in co-operative and private sector development training”. The head of the Institution is the Principal. It has a Governing Council appointed by the Minister of Education and Sports. Uganda Co-operative College is a Tertiary Institution owned and funded by the Government of Uganda. The college has regional centres in Arua, Gulu, Mbale, Mbarara, Kabale, Hoima and at Kampala, Maganjo (UCSCU) The college has another campus at TororoĭFI - in Tororo District, Eastern Uganda. In Kigumba sub-county, Kiryandongo District, Western Uganda, 200km on Kampala – Gulu highway. It started at Nzamizi in 1954, transferred to Bukalasa in 1963 and moved to the present campus – Kigumba in 1974. Uganda Co-operative College is the only Institution offering Co-operative development and management related studies in the country. ![]()
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