INNOVATION AND LEADERSHIP IN GOVERNANCE
- Theophilus Adomako |
The Content of the Innovation and leadership in Governance is made of nine topics outlined below:
- Enforcing soft skills and personality;
- Managing change in organizations;
- Energy resources, economics and environment;
- Introduction to research;
- Managerial skills for personality;
- Intellectual property rights: a management perspectivces;
- City and Metropolitan Planning;
- Criminal justice and administration;
- State and local governance: machinery and process;
Course Information
INNOVATION AND LEADERSHIP IN GOVERNANCE
The objectives of the training programme: at the end of the session, participants;
- Expose the participants to knowledge, skills and attitudes in innovation and leadership in governance;
INNOVATION AND LEADERSHIP IN GOVERNANCE
The methodology for the facilitation are:
- Lecture, power point presentation and slides;
- Project and assignment to participants;
- Discussion and role play;
- Case study and analysis.
INNOVATION AND LEADERSHIP IN GOVERNANCE
CERTIFICATE IN LEADERSHIP AND INNOVATION
IN GOVERNANCE
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 1
Overview of Course
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 2
Learning Objectives
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•Build their skills to demonstrate positive attitude towardss to
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Innovation & Leadership in Governance April 2020 3
Summary of the Course
• To increase awareness about elements, importance of and enforcing soft skills and personality of professionals and entrepreneurs to enhance their managerial capability and organizational capacity;
• To provide an integrated approach, processes and outcomes of managing change in enterprises so as to be responsive to the dynamics of current business environment locally and globally;
• To provide an integrated approach in energy resources, economics and environment so as to identify reliable and cost-effective energy systems and adopt decision-making models that will not jeopardize the environment, but rather, sustain it to ensure that future generations can also benefit from its use;
• To increase understand of justification, design & process, outcomes, challenges and uses of research project in entrepreneurship and business development in local community;
• To facilitate the participants’ capability in managerial skills to enhance their interpersonal dynamics (people-centered skills) so as boost their organizational end entrepreneurial outcomes;
Innovation & Leadership in Governance April 2020 4
Summary of the Course
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at large;
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environmental management, etc;
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administrative justice;
• To enhance understanding of both state and local governance regulation in different
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Innovation & Leadership in Governance April 2020 5
Content of the Course •Overview of the Course;
•Enhancing soft skills and personality; •Managing change in organisations
•Energy resources, economics and environment; •Introduction to research;
•Managerial skills for interpersonal dynamics; •Intellectual property rights: a management perspectives; •City and Metropolitan Planning;
•Criminal Justice and Administration;
•State and Local Governance: Machinery and Processes;
Innovation & Leadership in Governance April 2020 6
Time Table-Certificate in Innovation & Leadership in Governance
Day Date Topic/Module of the Certificate in Innovation & Leadership in Governance
1 20th April, 2020
2 21st April, 2020
3 22nd April, 2020
4 23rd April 2020
5 24th April, 2020
• Enhancing Soft Skills and Personality; • Managing Change in Organisations
• Energy Resources, Economics and Environment;
• Introduction to Research;
• Managerial Skills for Interpersonal Dynamics;
• Intellectual Property: A Management Perspectives; • City and Metropolitan Planning
• Criminal Justice and Administration
• State and Local Governance: Machinery and Processes;
Innovation & Leadership in Governance April 2020 7
Reference of the Course
• Mullins, L.J. (1999), Management and Organizational Behaviour, 5th Edition, Financial Times, Prentice Hall, London.
• Chandan, J.S. (2006), “Management, Concepts and Strategies”, Vikas Publishing House PVT Ltd, New Delhi, India.
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• Cooper, D.R. and Schindler, P.S. (2011) “Business Research Methods”, 11th Edition, McGraw-Hill Education, New York.
• Kuenyehia, E.N. (2012), Kuenyehia on Entrepreneurship, RDF Business Series, Accra.
• Business and Corporate Soft Skills, Rai Technology University, India;
Innovation & Leadership in Governance April 2020 8
Reference of the Course
• Adjei-Mensah, K. (2010), Principles of Business Law Volume One, Presbyterian Press, Accra. • Adjei-Mensah, K. (2011), Principles of Business Law Volume Two, Presbyterian Press, Accra. • Republic of Ghana, 1992 Constitution;
• Acts of Parliament:
• Business Names Act, 1962 (Act 151);
• Incorporated Private Partnership Act, 1962 (Act 152); • New Companies Act 2019 (2019);
• Labour Act, 2003 (Act 651);
• Local Government Service Act 2003 (Act 656);
• Institute of Local Government Studies Act 2003 (Act 647);
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• Copyright Act., 2005 (Act 690)
• Trade marks Act, 2004 (Act 664)
• Industrial Design Act, 2003 (Act 660) • Patent Act, 2003 (Act 657)
Innovation & Leadership in Governance April 2020 9
Facilitation & Methodology Approach
•Training event: •Engagement & delivery:
• E-learning platform for course materials; •Participant centric;
•Action plan; •Assignment:
• Project for submission after the 40 hour session; •Ground Rules:
•Starting time- 9:00am – closing time- 5:00pm;
•Handling Q&A – one person at a time, speak for your self; •Mobile phones – switch off, unless for training session; •Breaks – stretch/snack, lunch, second stretch;
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Facilitation & Methodology Approach
• Methods:
• Project – case studies (9):
• Identification of problem/opportunity;
• Analyzing information on gaps/market/business opportunity; • Thinking analytically & critically;
• Exercising sound & informed judgment; • Making & defending decisions;
• Communicating ideas & opinions; • Lecture:
• Presentation through power point slides; • Individual reflections:
• Boost awareness & responsibility; • Use of actors:
• Application of skills in a context;
• Assignment –based Project for submission after the 40 hour session.
Innovation & Leadership in Governance April 2020 11
End of Presentation on
Overview of Course PRESENTATION
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 12
Module One ENFORCING SOFT SKILLS AND PERSONALITY
PRESENTATION
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 13
Learning Objectives
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• Distinguish between hard skills and soft skills in enterprise environment; • Point out key aspects of soft skills:
• Understanding, levels, examples, etc; • Importance at the workplace;
• Factors for high demand;
• Relationship between soft skills & hard skills; • List elements of personality at the workplace:
• Understanding and relevance; • Dimensions/examples;
• Practical significance;
• Mention strategies to develop and enforce soft skills and personality; Innovation & Leadership in Governance April 2020 14
Presentation Outline
•Features of business organization (enterprise); •Hard skills vs Soft Skills;
•Soft Skills:
•Understanding, levels, examples, etc; •Importance at the workplace; •Factors for high demand;
•Relationship between soft skills & hard skills; •Personality:
•Understanding and relevance at the workplace; •Dimensions/examples;
•Practical significance at the workplace;
•Developing and enforcing soft skills and personality;
Innovation & Leadership in Governance April 2020 15
Enforcing Soft Skills and Personality Project
• As Small Business Advisor, an owner-manager of AshTown Enterprise, Tamale has approached you to facilitate hiring system for appointment and orientation of twenty (20) staff into the organization. AshTown Enterprise manufactures and markets sachet water targeting Tamale, Damongo and Bolgatanga communities. The hiring process will cover 1 general manager, 3 production managers, 3 marketing managers, 3 accounts officers, 6 sales officers, 1 talent officer and 3 truck drivers. You have three months to complete the assignment at a proposed cost of GhC 25,000.
• Required:
• List steps you will follow to get the 20 staff appointed and orientated into the AshTown Enterprise;
• Mention skills that you will consider for interview process of the job applicants;
• Business psychologist will be part of the hiring process and orientation system. Mention roles that the psychologist will play in the hiring and orientation system;
• Mention five reasons why social skills are related to personality of employees;
Innovation & Leadership in Governance April 2020 16
Enforcing Soft Skills and Personality Project
• Required:
• Give ten (10) reasons why personality of employees is significant in the hiring assignment.
• Advise ten (10) strategies that AshTown Enterprise can develop and enforce soft skills and personality traits among the employees.
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Enforcing Soft Skills and Personality Soft Skills:
• A business organization is defined as “a social construct that exists to produce goods and services to exceed stakeholders’ expectations at a profit or not”;
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• Purpose - vision, mission, core values, strategy and performance results;
• Structure – various departments (production, marketing, accounting, HRM, etc) and the reporting relations among departments;
• Resources – man, machinery, mansion, market, money, message, etc; • Operate in geographical domain – town, district, region, national, etc;
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Enforcing Soft Skills and Personality Soft Skills:
• Hard Skills:
• Specific knowledge, mental abilities and physical capability required for success in a job – engineering, marketing, agricultural science, history, geology, etc;
• Gained through education, training programmes, on-the-job training, etc which are learned, defined and measured;
• Soft Skills:
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• Ability for adaptive and positive behaviour that enable individuals to deal effectively with the demands and challenges of everyday life, including finding a suitable job, its maintenance, promotion and career success;
• They characterize how a person interacts in his or her relationships with others – boss, peers, subordinates, customers, suppliers, government agency officials, etc;
Innovation & Leadership in Governance April 2020 19
Enforcing Soft Skills and Personality Soft Skills:
•Soft Skills are divided into required areas: •Personal qualities:
•Curiosity, initiative, grit/persistence, adaptability, leadership, social & cultural awareness;
•Interpersonal skills:
•Critical thinking/problem solving, creativity, communication, collaboration;
•Foundation literacies:
•Literacy, numeracy, scientific literacy, ICT literacy, financial literacy, cultural & civic literacy;
Innovation & Leadership in Governance April 2020 20
Enforcing Soft Skills and Personality Soft Skills: Levels
Enforcing Soft Skills and Personality Soft Skills: what is required?
• Understanding oneself/self-awareness; • Innovative thinking;
• Communication skills; • Body language;
• Presentation skills; • Team work;
• Professional ethics; • Enterprise skills;
• Employability skills:
• Resumes, job application, interview skills, etc;
• Corporate dressing & grooming;
Innovation & Leadership in Governance April 2020 22
Enforcing Soft Skills and Personality Soft Skills: what is required?
•Interpersonal skills;
•Time, stress and emotional management; •Positive attitude;
•Time management abilities; •Problem-solving skills; •Self-confidence;
•Ability to accept and learn from criticism; •Flexibility/adaptability;
•Working well under pressure; •Digital literacy;
•Global citizenship;
Innovation & Leadership in Governance April 2020 23
Enforcing Soft Skills and Personality Soft Skills: importance:
•Build and handle interpersonal relations;
•Appropriate decisions on employment – psychometric test;
•Communicate effectively and professionally;
•Good impression and impact to gain professional development;
•Efficient, effective and higher productivity and performance;
Innovation & Leadership in Governance April 2020 24
Enforcing Soft Skills and Personality
Soft Skills: factors that influence high demand
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•Globalization: •Opportunities & threats;
•Digital disruption:
•Automation, outsourcing, home-based work culture, etc;
•Population is aging & youth unemployment increasing;
•Customer service as a battleground: •Reduced barriers for entry; •Enhanced quality of service;
Innovation & Leadership in Governance April 2020 25
Enforcing Soft Skills and Personality Soft Skills:
Relationship between Hard Skills and Soft Skills:
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• Soft skills get little respect but will make or break individual career;
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interpersonal and broadly applicable across all job titles and industries;
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Enforcing Soft Skills and Personality Personality: introduction
•Successful & learning organizations need employees who exhibit “good citizenship behaviours” such as:
•Helping others on their teams; •Volunteering for extra work; •Avoiding unnecessary conflicts;
•Respecting the spirit, letter of rules and regulations; •Gracefully tolerating occasional work-related impositions and
nuisances;
•Practising continuous improvement interventions: • Faster, cheaper, easier and safer business operations;
Innovation & Leadership in Governance April 2020 27
Enforcing Soft Skills and Personality
Personality: introduction
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• Develop organizational culture, creativity and innovation;
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• Know themselves, understand their own uniqueness and the impact their personality has on others – boss, subordinates, customers;
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Innovation & Leadership in Governance April 2020 28
Enforcing Soft Skills and Personality Personality: definitions
•Is a dynamic organization, inside the person, of psychological systems that create the person’s characteristic patterns of thoughts, feelings and behaviours;
•It is combined stable physical and mental characteristics that give the individual’s identity such as the outlook, thinking, action, feelings, reactions and interaction with others;
•It distinguishes one employee from others and at the same time forms a basis for predictions concerning his or her future behaviour;
Innovation & Leadership in Governance April 2020 29
Enforcing Soft Skills and Personality
Personality: three factors affect the concept
•Personal characteristics; •Environmental factors; •Workplace Experiences;
Innovation & Leadership in Governance April 2020 30
Enforcing Soft Skills and Personality Personality: three factors affect the concept
•Personal characteristics:
•Genetic factors - gene individual inherits influence mental and physical characteristics such as:
•Intelligence, height, physical attractiveness, relaxed, easy-going, sociable temperament and bodily comforts;
•Psychological factors – person’s motive, interests, attitudes, intelligence and ability to perceive, observe,
imagine, think and reason;
Innovation & Leadership in Governance April 2020 31
Enforcing Soft Skills and Personality
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• Physical factors:
• Climatic conditions of an area on man and his living; • Social factors:
• Setting in which individual belongs, interactions with parents, siblings and peers;
• Cultural factors:
• Pattern of belief, values and motives that are acceptable in a particular society;
• Situational factors:
• Specific experience or situation on a person’s feelings and behaviour such as trauma of losing a parent or a loved one;
Innovation & Leadership in Governance April 2020 32
Enforcing Soft Skills and Personality
Personality: three factors affect the concept •Workplace Experiences:
•Achievements; •Roles;
•Job experiences;
Innovation & Leadership in Governance April 2020 33
Enforcing Soft Skills and Personality
Personality: dimensions or traits
• Extraversion - individuals who are outgoing, talkative, sociable and assertive;
• Agreeableness – individual show trusting, good natured, cooperative, and soft hearted traits;
• Conscientiousness - are dependable, responsible, achievement oriented and persistent;
• Emotional stability - individuals are relaxed, secure and unworried about events;
• Openness to experience - intellectuals, imaginative, curious, and broad minded people;
• Locus of control – ascribe success and consequences to themselves (internal) as against those who blame their success or predicament on external forces (external);
Innovation & Leadership in Governance April 2020 34
Enforcing Soft Skills and Personality Personality: application at the workplace, importance
• Organizations regard personality as key significance in decision making: • Psychometric testing - hiring or rejection of new staff;
• Observation of individual differences – self-awareness in the areas of strengths and weaknesses - intelligence, abilities, perception, motivation, etc;
• Job Specification-Person specification fitness analysis – career development & job satisfaction;
• Team formation, development and performance – balanced and complimentary personalities, skills & abilities;
• Training programme – trainees readiness, learning, career progression and performance;
• Leader-followers relationship development and performance;
• Managerial effectiveness & success – stress, organizational change, entrepreneurship development, continuous improvement (kaizen);
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Enforcing Soft Skills and Personality Personality: practical significance at the workplace
• Connections between the personality dimensions and job performance: • Personality dimensions correlate positively with job performance,
hence help in the selection, training, and appraisal of employees;
• Conscientiousness associates with job performance and training performance;
• Individuals with a strong sense of purpose, obligation, and persistence generally perform better than those who do not;
• Extraversion (an outgoing personality) correlates positively with promotions, salary level, and career satisfaction;
• Neuroticism (low emotional stability) is associated with lower career satisfaction.
Innovation & Leadership in Governance April 2020 36
Enforcing Soft Skills and Personality Personality: practical significance at the workplace
•Connections between the personality dimensions and job performance & entrepreneurship:
•Proactive personality:
•They identify opportunities and act on them; •They show initiative and take action;
•They preserve until meaningful change occurs; •Are “hardwired” to change the status quo;
•They tend to be associated with individual, team and organizational success;
•Successful entrepreneurs exemplify proactive personality; Innovation & Leadership in Governance April 2020 37
Enforcing Soft Skills and Personality
Personality: practical significance at the workplace
• Connections between the personality dimensions and job performance & entrepreneurship:
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• Believe they control events and consequences of their behaviour;
• Attribute positive outcomes such as promotions, success, to their own abilities and blame negative events such as drop in market share on personal shortcomings - not studying competition and customer preferences;
• Succeed because their internal locus of control helps them overcome setbacks and disappointments;
• See themselves as masters of their own fate and not simply luck.
Innovation & Leadership in Governance April 2020 38
Enforcing Soft Skills and Personality
Personality: practical significance at the workplace •Connections between the personality dimensions and job
performance & entrepreneurship: •External locus of control: entrepreneurs
•Believe their performance is the product of circumstance beyond their immediate control.
•Attribute outcomes to environmental causes, such as luck, fate, god, God, witch, wizard, boss, etc.
Innovation & Leadership in Governance April 2020 39
Enforcing Soft Skills and Personality Personality: practical significance at the workplace
•Key behavioural differences between external locus and internal locus of control on entrepreneurship development:
•Internals exhibit self-motivation traits that lead to increased performance than externals;
•Internals exhibit higher learning or problem solving skills which leads to valued rewards that externals;
•Internals tend to exhibit higher job satisfaction and performance than externals;
•Internals obtain salary increases than externals; and •Externals tend to be more anxious than internals.
Innovation & Leadership in Governance April 2020 40
Enforcing Soft Skills and Personality Developing and Enforcing Soft Skills & Personality: •Skills gaps assessment:
•Identify gaps:
• Supply-demand analysis;
• Staff, areas, impact on enterprise growth & development; •Strategic decisions on building capability now and future;
•Organizational culture;
•Recruitment & selection methods – psychometric test; •Induction & orientation programme;
•Job description, scheme of service, performance system; •Training & career development;
Innovation & Leadership in Governance April 2020 41
Enforcing Soft Skills and Personality Developing and Enforcing Soft Skills & Personality:
•Training programme (off-the-job): •Participatory & facilitatory learning systems; •Project-based learning approach; •Experiential learning approach;
•On-the-job training programme: •Workshops, e-learning, traineeships; •Experienced consultants;
•Top management support and commitment: •Strategic direction, resources, continuous improvement
Innovation & Leadership in Governance April 2020
culture; 42
Enforcing Soft Skills and Personality Conclusion:
•Learning enterprises can survive with both hard skills (15%) and soft skills (85%) for corporate adaptation & success;
•Hard skills are obtained through education & training interventions;
•Soft skills are personality traits that distinguishes an employee from another employer (individual differences);
•Personality of employees is critical for corporate success: •Hiring of talents, emotional intelligence, interpersonal dynamics,
continuous improvement, performance, etc;
Innovation & Leadership in Governance April 2020 43
End of Presentation on
Enforcing Soft Skills and Personality
BY PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 44
Module Two Managing Change in Organisations
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 45
Objectives of the Facilitation
At the end of session, participants should be able to: •Mention key elements of organizational change;
•List factors that necessitate change management in organizations;
•Explain model(s) that can be applied to understand change process in organization;
•Mention individual and organizational responses to change management issues in organization;
•List challenges that confront managers when introducing change interventions in organization;
•Discuss strategies effected to manage change successfully in organization.
Innovation & Leadership in Governance April 2020 46
Presentation Outline
•Understanding and nature of managing organizational change; •Triggers/change factors responsible for organizational change:
•Eternal factors vs internal factors; •Areas of organizational change;
•Process or model of organizational change; •Reactions to organizational change:
•Individual vs organizational resistance;
•Change agents in managing organizational change: •Role, qualities & strategies;
•Successful change management strategies;
Innovation & Leadership in Governance April 2020 47
Managing Change in Organizations
Project
• The AshTown Enterprise, Tamale (sachet water enterprise) has operated for the past three years and observed that her sales, profit and market share have dwindled significantly. Besides, production manager, marketing manager and accounts officer have served notice of exit from the enterprise next month ending.
• Initial investigation shows that the staff have been complaining of absence of organogram, poor job content, obsolete technology and negative attitudes of some staff coupled with poor leadership style of the General Manager and the Promoter. Again, inquiry shows that a better and more aggressive competitor has begun to win their customers in the Tamale, Damongo and Bolgatanga catchment areas.
• According to the staff of the AshTown Enterprise, the Promoter has ignored these complaints and attribute the predicament to only attitude of the staff, especially the operatives.
• As Small Business Advisor, the GM has discussed the predicament of the AshTown Enterprise with you and tasked you to redeem the enterprise from the stiff competition and negative behavioural tendencies of the Promoter and staff.
Innovation & Leadership in Governance April 2020 48
Managing Change in Organizations
Project
• Required:
• List steps you will follow to redeem the predicament of the AshTown Enterprise aimed to rise against the stiff competition in the catchment area;
• Point out the causes behind the sudden drop of sales, profit, market share of the AshTown Enterprise;
• Identify operational areas of the AshTown Enterprise that you will target for change that can redeem the Enterprise;
• Explain the change model or process you will adopt to galvanize the involvement of all stakeholders to achieve the desired outcomes of the organizational renewal action;
• Resistance of some employees cannot be avoided. Explain strategies to follow to win their commitment in the organizational renewal intervention;
• The Promoter also suggested to use Agent Change to catalyze the change process and outcomes. Design strategies to use the Change Agent to achieve the assignment outcomes.
• Mention five reasons why despite staff of the AshTown Enterprise were recruited based on their social skills and personality traits, they still exhibit negative attitudes in the Enterprise after three years of operation; Innovation & Leadership in Governance April 2020 49
Managing Change in Organisations
Understanding organizational change:
•Organizational change is the movement of an organization away from its present state towards some desired future state aimed at increasing its:
•Performance – sales, profit, market share, etc; •Productivity – labour & capital productivity; •Competitiveness;
Innovation & Leadership in Governance April 2020 50
Managing Change in Organisations Understanding organizational change: Involves:
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community); Outcomes:
•Making enterprise more: • Adaptable / agile;
• Learning;
• Responding to external opportunities and internal demands.
Innovation & Leadership in Governance April 2020 51
Managing Change in Organisations
Factors that cause change - triggers •EOrganization may have very little
•Internal Factors:
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Innovation & Leadership in Governance April 2020 52
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•organizations both directly and indirectly;
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the environment;
•External forces for change arise from: •General Environment Factors; •Task Environment Factors;
Innovation & Leadership in Governance April 2020 53
Managing Change in Organisations Factors that cause change - triggers
External Factors:
General Environment Factors
• They keep the organizations alert so that managers become aware of any changes in the direction and momentum of these forces:
• Economic factors;
• Globalization and international trade factors; • Competition factors;
• Political factors;
• Legal and Political factors; • Socio-cultural factors;
• Technological advancement factors;
Innovation & Leadership in Governance April 2020 54
Managing Change in Organisations Factors that cause change - triggers
External Factors:
Task Environment Factors
• They induce change in strategic direction of organizations:
• Vision and mission statements, core values, performance objectives, & strategy;
• Have direct influence on the health of the organizations such as: • Customers;
• Tastes, preference, lifestyle and consumer behaviour; • Competitors;
• Suppliers;
• Employees;
• Stock holders/brokers;
• Politicians, (regulators) etc.
Innovation & Leadership in Governance April 2020 55
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• Performance target (objectives) below standard:
• Low performance / productivity and negative attitudes of staff;
• Weak financial, operational, marketing and human capital position; • New leadership;
• Visionary, new direction and focus needed; • Outmoded organizational culture:
• Mission and vision statement; • Core values;
• Policy, procedures and rules; • High employee turnover;
• Acquisition and merger;
Innovation & Leadership in Governance April 2020 56
Managing Change in Organisations
Types of organizational change: Areas of Change:
•Structural Design Factors; •Job Content Factors; •Technological Factors; •Operational Factors; •Socio-cultural Factors;
Innovation & Leadership in Governance April 2020 57
Managing Change in Organisations Areas of Change:
Structural Design factors:
•Increase or decrease the number of departments & positions;
•Addition of R&D Department; •Job redesign;
•Work simplification;
•Motion study and work measurement;
Innovation & Leadership in Governance April 2020 58
Managing Change in Organisations Areas of Change
Job Content factors:
•Retraining staff at aimed at improving career development by handling:
•New machinery and equipment; •New activities and tasks;
•New standard operating procedures and rules (SOPs);
Innovation & Leadership in Governance April 2020 59
Managing Change in Organisations Areas of Change
Technological factors:
•Use new machinery and equipment; •Automation /waste elimination/cost Reduction:
•Value Engineering; •Value Analysis;
•New Processes: •Production flow process;
•Service flow chart, etc;
Innovation & Leadership in Governance April 2020 60
Managing Change in Organisations Areas of Change
Operational factors: •Markets:
•Existing/new/potential customers;
•Additional products/services benefits and features; Socio-Cultural factors:
•Attitudes and behaviour of employees (old/new); •Strategic direction – vision, mission, core values, etc; •Organizational policy, procedures, rules, etc:
•HRM, Quality, Safety & Health, Accounting, Sales Force, etc; Innovation & Leadership in Governance April 2020 61
Managing Change in Organisations Process of Change:
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•The process can be planned, unplanned or imposed; •Planned change provides a sense of direction, no essential
Model to describe the Change Process:
•Lewin’s 3-Step Model of Change: •Unfreezing;
•Changing behaviour; •Refreezing;
Innovation & Leadership in Governance April 2020 62
Managing Change in Organisations Process of Change:
Lewin’s 3-Step Model of Change: Step 1: Unfreezing:
• Process of making stakeholders aware of the necessity for change (triggers); • Prepare them for such change to experience minimal resistance;
• Process starts with a clean state of system: • Structural design, job content factors;
• Technological, operational & socio-cultural factors; • Achieve change by:
• Making announcements; • Holding meetings;
• Promoting new ideas - bulletin boards, personal contacts & group conferences;
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Managing Change in Organisations Process of Change:
Lewin’s 3-Step Model of Change: Step 2: changing behaviour (moving):
• Movement to a new level of learning where change is actually implemented: • Structural design & job content factors;
• Technological, operational & socio-cultural factors;
• Employees learn new values, attitudes and behaviour from policies through: • Compliance – rewards/punishment;
• Identification – agents/mentors/celebrities;
• Internalization – mental processes to adjust new behaviour, attitudes & systems/technology; Innovation & Leadership in Governance April 2020 64
Managing Change in Organisations
Change Process:
Lewin’s 3-Step Model of Change:
Step 3: refreezing (refreezing new behaviour):
•Putting new measures to consolidate and stabilize new system, processes, attitudes and behaviour pattern through these mechanisms:
•Implementation – team, project, success criteria, etc; •Feedback – oral, written, non-verbal, etc; •Reinforcement – compliance, rewards;
•Support – management, organizational, team, individual;
Innovation & Leadership in Governance April 2020 65
Managing Change in Organisations
Reactions to Organizational Change from Employees: •Employees cannot foresee how change will affect them:
•Resist or be neutral;
•Employees see that change is not compatible with needs and aspirations:
•Resist;
•Employees see that change is going to take place regardless of objections:
•Initially resist then resignedly accept; •Employees see that change is in their best interest:
•Motivated to accept - positive;
Innovation & Leadership in Governance April 2020 66
Managing Change in Organisations Why Employees Resist organizational Change:
• Lack of conviction about the real need; • Annoyance;
• Suspicion of the unknown; • Dislike of surprises;
• Poor previous experience;
• Lack of trust in the promoter of the change; • Disruption of habits;
• Fear of failure to adapt;
• Changes in power structure & chances of promotion; • Failure to understand the reasons;
• Feeling a sense of loss;
• Too many changes; Innovation & Leadership in Governance April 2020 67
Managing Change in Organisations Why Organizations Resist Change: •Organizational culture;
•Maintaining stability- “status quo”; •Investment in resources;
•Past contract agreements; •Threat of power or influence;
•Lack of management agreement on strategy;
•Risk behaviour and attitudes of management team; Innovation & Leadership in Governance April 2020 68
Managing Change in Organisations
Change Agents: strategies & qualities •Quality of leadership- vision and strategy;
•Clear understanding of the need for the change;
•Human resource development and career opportunities;
•Effective two-way communication channels; •Resources mobilized and aligned;
•Reward system aligned; •Management styles and culture;
Innovation & Leadership in Governance April 2020 69
Managing Change in Organisations Overcoming Resistance to Change: Change Agent •Empathy and Support:
• Get close to the people, learn how they think, try and identify with them, provide assurance;
•Communication: • Prevent rumour;
• Explain, explain and explain again;
• Be honest about changes; •Participation:
• Involve people in analysis and design stages of proposed change to get their commitment;
• Identify what people dislike about present, get them to say how changes can include its elimination;
Innovation & Leadership in Governance April 2020 70
Managing Change in Organisations
Successful change management strategies: Change Agent
•Education and Communication; •Participation and Involvement; •Facilitation and Support; •Negotiation and Agreement; •Manipulation and Cooperation; •Explicit and Implicit coercion; •Timing of change;
Innovation & Leadership in Governance April 2020 71
Managing Change in Organisations Conclusion
•Learning organizations must identify triggers for challenges or opportunities, diagnose the situation and prescribe workable solutions - change for them;
•Areas of solutions are essential in identifying the hotspots and models should be designed to operationalize the areas of solutions;
•Resistance are bound to be experienced in managing organizations, but change agents are useful in overcoming such resistances through participation, facilitation, training, performance management, rewards and awards, etc;
•
Innovation & Leadership in Governance April 2020 72
End of Presentation on
Managing Change in Organisations
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com Innovation & Leadership in Governance April 2020 73
Module Three Energy Resources,
Economics & Environment
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 74
Objectives of the Facilitation
|
•Point out Ghana’s Energy Resources: sources, uses and potential: •Petroleum, hydro, wind, solar, etc;
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|
|
Innovation & Leadership in Governance April 2020 75
Presentation Outline
|
•Ghana’s Energy Resources: sources, uses and potential: •Petroleum, hydro, wind, solar, etc;
|
|
Innovation & Leadership in Governance April 2020 76
Energy Resources, Economics & Environment Project
• The AshTown Enterprise, Tamale (sachet water enterprise) has operated for the past three and half months years and observed that her sales, profit and market share have dwindled significantly owing to high and exorbitant cost of energy and power. Besides, technology used for production, distribution, office operations, storage in the warehouse systems account for the high cost of energy and power manager.
• The AshTown Enterprise’s main energy and power is obtained from the national electricity grid through the Northern Electric Power Agency of the Volta River Authority. Besides, maintenance cost of the energy devices is high and has increased by 25% margin within the last year.
|
Energy Resources, Economics & Environment
Project
•Aside these, the Environmental Protection Agency has also sent 2019 Environmental Management Report of the Enterprise and advised management to address these concerns:
• (i) Obsolete energy & power systems;
• (ii) Technological devices are obsolete and responsible for air pollution of the community;
• (iii) Poor waste management system; and • (iv) Environmental degradation.
•As Small Business Advisor, you have been tasked by management of the AshTown Enterprise to assist the enterprise overcome her energy and environmental management crisis.
Innovation & Leadership in Governance April 2020 78
Energy Resources, Economics & Environment Project
•Required:
•List steps you will follow to redeem the energy and power predicament of the AshTown Enterprise aimed to enhance adoption of sustainable energy and environmental management system;
•Point out the causes responsible for the high cost of energy and power experienced by AshTown Enterprise;
•The management of the AshTown Enterprise intends to invest in renewable energy device and system. What economic analysis and techniques would you use to enable them make informed decision
to invest in the new alternatives or otherwise;
Innovation & Leadership in Governance April 2020 79
Energy Resources, Economics & Environment Project
• Required:
•Explain the management process that you will follow to address the four concerns raised by the Environmental Protection Agency;
•Discuss strategies to design, implement and evaluate sustainable energy and environmental management programme for AshTown Enterprise.
- The Promoter attended a workshop on the impact of management responses to climate change effects in SMEs in Berlin, Germany under the sponsorship of the GIZ, Ghana. Design an integrated mitigation and adaptation responses that AshTown Enterprise can adopt to be sustainable energy & environmental-friendly SME in Ghana. Innovation & Leadership in Governance April 2020 80
Energy Resources, Economics & Environment Understanding of Energy
|
|
power, etc;
•Energy resources are crude oil, natural gas, coal, biomass
deposits that are harvested to produce energy
Innovation & Leadership in Governance April 2020 81
Energy Resources, Economics & Environment Energy Resources: Applications
•Fuels our nation’s economic growth; •Makes industrial production possible;
•Providing the lifeblood of the information infrastructure;
•Heats and lights our homes, offices and farmsteads; •Makes the world more accessible;
•It is quite simple, the foundation of the modern economy;
Innovation & Leadership in Governance April 2020 82
Energy Resources, Economics & Environment
Energy Resources: sources & types
•Transport energy:
|
•Domestic energy:
•Heating (gas, oil, wood, coal);
•Cooking (gas, electricity, charcoal, wood); •Appliances (electricity);
•Business and Commerce:
•Industry - heat for industrial processes (oil, gas, coal); •Offices and retail require electricity;
•Agriculture - mechanical & manufacturing processes - energy (oil).
Innovation & Leadership in Governance April 2020 83
Energy Resources, Economics & Environment Energy Resources: classification
•Renewable:
•Continually self-replenishing within timescale important for economic decision making;
•Sustainable over the long-term (HEP, wind, solar, biomass);
•Non-renewable:
•These are Finite resources which reduce in availability as they are used and include fossil fuels such as coal, oil, gas, etc;
Innovation & Leadership in Governance April 2020 84
TABLE 1. ESTIMATED AVAILABLE ENERGY RESOURCES
|
Estimated available energy sources |
||||
|
Fossil fuels |
Nuclear |
Renewables |
||
|
Solid |
Liquid |
Gas |
Uranium |
Hydro |
Total amount in specific units* |
0 |
112.86 |
54.00 |
0 |
2417.36 |
Total amount in exajoule (EJ) |
0 |
16.77 |
1173.67 |
0 |
0.042 |
|
Innovation & Leadership in Governance April 2020 85
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Petroleum sector: •Crude oil; •Natural gas;
•Thermal; •Hydropower; •Wind; •Solar;
•Traditional biomass.
Innovation & Leadership in Governance April 2020 86
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Petroleum sector:
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decommissioning;
|
|
natural gas:
•Gha LPG, Gasoline, premix,,kerosene, ATK, Gas oil and RFO; ed
Innovation & Leadership in Governance April 2020 87
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Thermal Power:
•Ghana has several thermal generation and transmission capacity:
•Kpone Thermal Power - 220 MW; •Asogli Thermal Power - 180 MW; •VRA TT2PP - 38 MW;
•Ameri Project - 250 MW, etc;
Innovation & Leadership in Governance April 2020 88
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Hydropower:
•capacities of 4 kW to 2,000 Kw yet to be iexplored; •Some of them include:
•Akosombo - 1,020 MW; •Kpong - 160 MW;
•Bui - 400 MW; •Pwalugu - 50 MW; •Awisam - 50 MW; •Hemang - 90 MW, etc;
Innovation & Leadership in Governance April 2020 89
90
Innovation & Leadership in Governance April 2020 91
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• Wind Power:
|
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• Some sites in the country have been identified as potential wind power projects: • Western region - Asemkow – 3.7m/s;
• Central region - Warebeba, 3.9m/s; • Central region - Mankoadze -;
• Greater accra – Tema – 5.0m/s; • Greater accra - Kpone – 4.9m/s; • Volta region – Anloga – 5.4m/s;
• Volta region – Amedzofe – 3.9m/s; • Oti region - Nkwanta – 3.5m/s;
• Oti region - Kue – 2.9m/s;
Innovation & Leadership in Governance April 2020 92
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Solar Power:
•Ghana is endowed with high solar irradiation of 4-6kWh/m2/day with sunshine duration of about 1,800-3,000 hours/year to support grid and off-grid electrification;
•Global solar irradiation increases towards the northern sector of the country;
•Potential solar power sites: •Five Northern regions;
•Oti, Bono East and Volta regions;
•Central & Greater Accra region
Innovation & Leadership in Governance April 2020 93
Energy Resources, Economics & Environment Ghana’s Energy Resources:
•Traditional biomass:
•Ghana is predominantly a woodfuel-based energy economy;
Energy Consumption by Types |
2010 |
2020 |
Other petroleum products |
25 % |
25 % |
LPG |
15 % |
25 % |
Electricity |
8 % |
20 % |
Woodfuel |
66 % |
30 % |
|
|
Innovation & Leadership in Governance April 2020 94
Energy Resources, Economics & Environment Energy Commission of Ghana: Role
•Businesses must be informed on the cost and availability of energy for their operations from the Energy Commission;
•Energy Commission:
•Prepares and reviews plans to ensure that reasonable demands for energy are met in a sustainable manner;
•Maintain a data base for decisions on the efficient development and utilization of energy resources available to the country;
95
Energy Resources, Economics & Environment
Energy Commission of Ghana: Role
•The Commission have publishedi regulations and codes that
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•Electricity Supply and Distribution Regulations, 2008; •Electricity Regulations, 2008;
•Electrical wiring regulations, 2011;
•Natural Gas Distribution and Sales Regulations, 2007; •Renewable Energy Sub code for Transmission System;
96
Energy Resources, Economics & Environment
Energy Economics:
•Is the field that studies human utilization of energy resources and energy commodities which includes:
•Forces motivating firms and consumers to supply, convert, transport, use energy resources, and to dispose of residuals;
•Market structures and regulatory structures; distributional and environmental consequences; economically efficient use;
•Economic and investment analyses are key in making decisions;
97
Energy Resources, Economics & Environment
Energy Economics:
•Economic analyses – what are they: •Decision making tools;
•Involve a range of assumptions;
•Techniques used to select “best” options: electricity, solar, wind, thermal, etc;
•Cost-benefit analysis; •Effect on environment; •Effect on society;
•Range from simple to complex scenarios;
•Can involve complex mathematical & computer modeling;
98
Energy Resources, Economics & Environment
Energy Economics:
•Types of Economic Analyses – Techniques: •Simple Payback (SP);
•Life Cycle Costs (LCC); •Return on Investment (ROI); •Internal Rate of Return (IRR); •Net Present Value (NPV);
•Savings-Investment Ratio (SIR); •Environmental Life Cycle Assessment (LCA);
99
Energy Resources, Economics & Environment
Energy Economics:
•Mechanics of Economic Analyses:
•Define the project and state the objectives; •Define the assumptions;
•Analyze the cost parameters; •Analyze the benefit parameters;
•Computer any of the economic techniques;
•Make decision and select the best option based on return on investment;
100
Energy Resources, Economics & Environment
Energy Economics:
•Mechanics of Economic Analyses: •Define the project and state the objectives:
•Project – biomass, electricity, wind, solar, etc; •Objectives – highest return on investment or savings, less
greenhouse emission, etc;
•Define the assumptions: •Duration of investment (years);
•Cost of capital – cost of debt & cost equity;
•Business model – staff, plant & equipment, land, strategy, etc;
101
Energy Resources, Economics & Environment
Energy Economics:
•Mechanics of Economic Analyses: •Analyze the cost parameters;
•Pre-operating & licensing; •Field development; •Exploration;
•Production; •Material;
•Plant & Equipment; •Administrative cost;
•Regulatory permits, expenses and waivers, etc;
102
Energy Resources, Economics & Environment
Energy Economics:
•Mechanics of Economic Analyses: •Analyze the benefit parameters:
•Price of products – regulated vs market-based; •Volume of mix of products;
•Revenue projected;
•Financial Performance Statements:
•Projected Income and expenditure statement; •Proforma balance sheet;
•Projected cashflow statement;
103
Energy Resources, Economics & Environment
Energy Economics:
•Mechanics of Economic Analyses: •Computer any of the economic techniques:
•Simple Payback (SP); •Life Cycle Costs (LCC);
•Return on Investment (ROI); •Internal Rate of Return (IRR); •Net Present Value (NPV); •Savings-Investment Ratio (SIR);
•Environmental Life Cycle Assessment (LCA);
|
104
Energy Resources, Economics & Environment Energy Costing & Analysis:
§In procuring equipments and machinery for your business it is appropriate to consider the equipments lifecycle cost
105
Energy Resources, Economics & Environment Energy Costing & Analysis:
•Life Cycle Cost Analysis
•Is a management tool that can help companies minimize waste and maximize energy efficiency for many types of systems;
•A complete understanding of all the contributions that make up the total cost of a system throughout its lifespan will provide an opportunity to:
•Reduce energy;
•Sustainably manage operational and maintenance costs;
106
Energy Resources, Economics & Environment
107
Energy Resources, Economics & Environment
Energy Costing & Analysis: •Life Cycle Cost Analysis
•The process used to conduct LCC analysis comprises:
•Identify competing projects or program alternatives; •Developing an LCC estimate for each alternative; •Find the best value solution by linking each
alternative to how it satisfies a strategic objective. 108
SUSTAINABLE AND RENEWABLE ENERGY RESOURCES
109
Energy Resources, Economics & Environment
Sustainable and Renewable Energy Resources:
§The country's Renewable Energy master Plan (REMP) seeks to provide the framework for the development and promotion of rich renewable energy resources for:
oSustainable economic growth; oContribute to improved social life; oReduce adverse climate change effects;
110
Energy Resources, Economics & Environment
|
|
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oOverall energy supply mix;
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§Renewable energy policy strategy aims to:
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waste-to-energy by 2020;
111
Energy Resources, Economics & Environment
Sustainable and Renewable Energy Resources:
•Renewable energy projects have demonstrated that renewable energy interventions have enormous potential to:
•Reduce poverty;
•Improve the socio-economic development of the country,
• 112
Energy Resources, Economics & Environment Promoting Energy and Environmental Awareness at the Workplace:
•Green office programs are to promote more sustainable behavior within the office;
•Principle is to facilitate
• Reductions in energy use and cost, • Water use and cost,
• Waste production, and
• Greenhouse gas emissions;
•Increasing staff awareness of the environmental impacts associated with daily work practices;
Innovation & Leadership in Governance April 2020 113
Energy Resources, Economics & Environment
Promoting Energy and Environmental Awareness at the Workplace:
Energy Efficiency policies •Lighting
•Use natural light:
•To illuminate the office environment to save a significant amount of energy;
Innovation & Leadership in Governance April 2020 114
Energy Resources, Economics & Environment
Promoting Energy and Environmental Awareness at the Workplace:
Energy Efficiency policies
•Information technology (computers, printers, LCDs): •Switch all equipment off when not in use (e.g. at night);
•Hibernate the equipment when not in use during office hours;
•Make one staff member in the office responsible for turning off all shared equipment;
Innovation & Leadership in Governance April 2020 115
Energy Resources, Economics & Environment
Energy Efficiency policies: •Air-conditioning
Did you know? Climate control accounts for about 40 per cent of an office’s total energy use.
•For big savings in energy efficiency can be found in your heating, cooling, and ventilation (HVAC) systems.
•Use natural ventilation and fans where possible. •Set air-conditioner systems to a minimum of 24°C.
•Close all windows and doors to reduce the escape of cool air.
Innovation & Leadership in Governance April 2020 116
Energy use reduction strategies Energy Efficiency
Improved building envelope and insulation
117
Energy use reduction strategies Clean Energy Sources
Combined heat and power
(co-generation)
118
Energy Resources, Economics & Environment Energy Efficiency Policies:
•Purchase of environmentally sustainable equipment (green purchasing):
•Inspect office equipment for energy saving/environmentally sustainable ‘tags’, or ‘eco-labelling;
•Energy-efficient products on the market today can reduce energy costs by 25 to 50 per cent without compromising quality or performance;
•Think of longevity, reusability, refillable and recyclable when buying office equipment such as printers, scanners and photocopiers;
Innovation & Leadership in Governance April 2020 119
Energy Resources, Economics & Environment Energy Efficiency policies
•Water conservation and the office Environment
•If boiling with the kettle, only use as much water as you personally need;
•Replace single flush toilets with dual flush toilets. This can save 8L/flush on average;
•Inform cleaning staff of your commitment to water reduction and conservation;
Innovation & Leadership in Governance April 2020 120
Energy Resources, Economics & Environment
Energy Efficiency policies
• Off-grid Solar electrification:
• Potential to increase energy access for: • Limited lighting and battery charging;
• ICT – TV, radio, entertainment phone charging; • Support ICT education in remote rural schools;
• Street lights and cameras at security outposts for security surveillance; • Water pumps prevents drinking contaminated water from steams and
rivers;
• Agribusiness enterprises – fish ponds, biomass hybrid system,
• Supply of clean potable water for households & industrial uses;
|
Energy Resources, Economics & Environment
Legal framework for Renewable Development:
• The Renewable Energy Act 2011 (Act 832):
• It provides the fiscal incentives and regulatory framework to encourage private sector investment;
• Key provisions of the Act:
• Energy generated from renewable energy sources would be offered a guaranteed price; • Promote efficient production and utilization of woodfuel use for cooking;
• Establishment of renewable energy authority to own, implement and manage renewable energy assets on behalf of the state for off-grid electrification;
• It presents unique opportunities for the private sector to harness the benefits of renewable energy in Ghana;
• Ghana has the right enabling environment for attracting private sector investment in sustainable energy solutions:
• Political stability and good governance;
|
Energy Resources, Economics & Environment
Waste Management Policies:
•Management of waste – minimization of waste through observation of five (5) R’s:
•Rethink; •Refuse; •Reduce; •Reuse; •Recycle;
Innovation & Leadership in Governance April 2020 123
Energy Resources, Economics & Environment
Environmental Consequences of Energy Use:
|
|
• Climate change - seasonal changes over a long period of time: • Change in temperature, precipitation, sea level, extreme events;
• Climate change is influenced by:
|
|
• The greenhouse gases:
• Water vapour, carbon dioxide, methane, oxides of sulphur, oxides of nitrogen, etc;
Innovation & Leadership in Governance April 2020 124
Energy Resources, Economics & Environment
|
|
|
• Global warming, temperature has risen by 1.5 degrees above pre-industrial age;
• Effects of global warming:
• Global temperature is rising; • Rises in the ocean levels;
• Increased intensity of tropical storm; • Animal and plant life is changing;
• Soil crusting, erosion & degradation; • Food security;
• Losses in ecosystem, biodiversity;
• Crop and farm animal yields reduced; • Health risk;
• Major floods or severe drought;
• Settlement and society; Innovation & Leadership in Governance April 2020 125
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
•Sources of the greenhouse gases by sector: •Industrial processes – 16.8%;
•Power stations – 21.3%;
•Waste disposal and treatment – 3.4%; •Land use and biomass burning – 10.0%;
•Residential, commercial and other sources – 10.3%; •Fossil fuel retrieval, processing and distribution – 11.3%; •Agriculture and its by-products – 12.5%
•Transportation fuel – 14.0%;
Innovation & Leadership in Governance April 2020 126
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
• Responses to tackle climate change: (mitigation vs adaptation) • Mitigation:
• Involves reducing the flow of heat trapping greenhouse gases into the atmosphere or enhancing the “sinks” that accumulate and store these gases (oceans, forest and soil);
• Governance, technology, trade, literacy & awareness, production & consumption patterns;
• Technologies and Practices: • Energy supply:
• Fuel switching from fossils to gas, nuclear power, wind, solar, etc; • Transport:
• More fuel efficient vehicles, including hybrid vehicles, cleaner diesel vehicles & biofuels;
• Shifting from road transport to rail and public transport systems; • Use of non-motorized transport – cycling, walking, etc;
|
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
• Responses to tackle climate change: (mitigation vs adaptation) • Mitigation: technologies & practices
• Buildings:
• Efficient use of lighting & daylighting;
• More efficient electrical appliances, heating & cooling devices;
• Improved cook stoves, insulation & solar design for heating & cooling;
• Increased use of alternative refrigeration fluids and recovery & recycle of fluorinated gases;
• Industry:
• More efficient end-use electrical equipment; • Improved heat & cooling recovery;
• Material recycling & substitution; • Control of non-co2 gas emissions;
• Array of process technologies used in industry;
Innovation & Leadership in Governance April 2020 128
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
•Responses to tackle climate change: (mitigation vs adaptation) • Mitigation: technologies & practices
• Agriculture:
• Improved crop, soil and farm animal management system; • Integrated agriculture/smart agriculture;
• Replace fossil fuel;
• Improved energy efficiency; • Forestry:
• Afforestation – new forest planting;
• Reforestation – enriching forest cover; • Reduced deforestation;
|
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
•Responses to tackle climate change (mitigation vs adaptation):
•Mitigation: technologies & practices •Waste management:
•Increased landfill methane recovery; •Waste incineration with energy recovery; •Composting of organic waste; •Controlled waste water treatment; •Recycling and waste minimization;
Innovation & Leadership in Governance April 2020 130
Energy Resources, Economics & Environment Environmental Consequences of Energy Use:
•Responses to tackle climate change: (mitigation vs adaptation) • Adaptation:
• Involves adjusting in natural or human system in response to actual or expected future climate stimuli or their effects, which moderates harm or exploits beneficial opportunities;
• Involves developing ways to protect people and places by reducing their vulnerability to climate impacts;
• Health, equity, population, socio-cultural preferences, etc. •Practices:
• Protect against sea level rise, increased flooding;
• Varying agricultural practices to take advantage of climate effects; • Relocating building to higher grounds;
Innovation & Leadership in Governance April 2020 131
|
|
|
|
an energy and environmental programme;
|
enterprise through implementing five steps;
Innovation & Leadership in Governance April 2020 132
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
• Steps to establish corporate commitment:
• Define the magnitude of annual anergy and environmental related expenditure;
• Set goals and objectives;
• Allocate adequate resources to manage energy and environment; • Document policies and procedures;
• Establish financial parameters for capital investment in energy and environmental management projects;
• Implement projects that focus on capital investment in energy and environmental management;
• Review performance & continuously improve projects that focus on capital investment in energy and environmental management;
Innovation & Leadership in Governance April 2020 133
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment:
•Define the magnitude/size of annual anergy and environmental related expenditure in the enterprise:
• Annual cost of energy resources – electricity, solar, wind, fuel, LPG, etc;
• Percentage of this expenditure relative to sales or controllable operating cost;
• Cost of annual maintaining energy assets – boilers, lighting, cooling, etc;
• Annual amount dedicated to capital upgrades or replacement of the energy assets;
• Labour time devoted to management of energy and energy assets; Innovation & Leadership in Governance April 2020 134
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs •Steps to establish corporate commitment:
•Set goals and objectives:
• Establish concrete targets, objectives, strategy and timelines for the energy and environmental programme:
• Goals & objectives:
• Reduce operating cost; • Increase productivity; • Increase profitability;
• Reduce environmental footprint; • Improve employee awareness;
• Improve customer image;
|
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment:
•Allocate adequate resources to manage energy and environment:
•Allocate not more than 10% to the annual energy and environmental related expenditure towards the programme;
•Appoint an Energy & Environment Manager or Champion as well as internal and/or external resources dedicated to assisting in procurement, accounting and energy efficiency;
Innovation & Leadership in Governance April 2020 136
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment: •Document policies and procedures:
•Provides consistency and standardization – creates a seamless process to follow;
•Policies & procedures will guide the overall energy and environmental management programme towards achieving its goals and objectives;
Innovation & Leadership in Governance April 2020 137
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment:
•Establish financial parameters for capital investment in energy and environmental management projects:
•Make provision for annual budgets & budgeting process and outcomes;
•Outline expected revenue and expenditure dynamics of the programme;
•Outline the cost-effectiveness and cost-benefit analysis analyses of the programme;
Innovation & Leadership in Governance April 2020 138
Energy Resources, Economics & Environment Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment: •Implement projects that focus on capital investment
in energy and environmental management: •Vision, strategy and annual budgets allocated;
•Project manager authorized to roll out the programme; •Project team assembled, orientated and responsibility
out doored to them;
•Programme target, milestones and strategy rolled out, monitored continuously;
Innovation & Leadership in Governance April 2020 139
Energy Resources, Economics & Environment
Energy and Environmental Management Programme for Entrepreneurs
•Steps to establish corporate commitment:
•Review performance & continuously improve projects that focus on capital investment in energy and environmental management:
•Performance review of energy and management programme continuously;
•Programme variation established;
•Decision and strategy for continuous improvement operationalized and rewarded;
•Performance reporting and feedback sessions operationalized; Innovation & Leadership in Governance April 2020 140
Energy Resources, Economics & Environment Conclusions
•Climate change is widely considered to be one of the greatest challenges to modern human civilization that has profound socio-economic and environmental impacts;
•It is essential to develop a portfolio of strategies that includes adaptation, mitigation, technological development and research (climate science, impacts, adaptation and mitigation) to combat climate change;
•Integration of energy management, cost-benefit analysis, adaptation and mitigation frameworks into sustainable development planning is an urgent need, especially in Ghana,
Innovation & Leadership in Governance April 2020 141
Module Four INTRODUCTION TO RESEARCH
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com Innovation & Leadership in Governance April 2020 142
Objectives of the Facilitation
At the end of session, participants should be able to:
•List reasons that underly research projects in entrepreneurship in the local communities;
•Mention key elements and limitations of research project in local community;
•Point out process (steps) of research projects in the local community;
•Mention elements and uses of reporting in research projects in the local community;
•Discuss skills, commitment and resources required for research projects in local community;
Innovation & Leadership in Governance April 2020 143
Presentation Outline
•Reasons of research projects in entrepreneurship in the local community;
•Elements and limitations of research project in local community;
•Process (steps) of research projects in the local community;
•Elements and uses of reporting in research projects in the local community;
•Skills, commitment and resources of research projects in local community;
Innovation & Leadership in Governance April 2020 144
Introduction to Research
Project
• The AshTown Enterprise, Tamale (sachet water enterprise) has operated for the past four years and the results have been fantastic via sales, profit and market share. Even though there are several competitors and other business organizations operating well in the water value chain in the Northern Ghana, the Promoter is not perturbed by them. He has strong commitment to boost performance of the AshTown Enterprise in the wake of the government policy on One District –One Factory.
• As a result, discussion has ensued between you as a Small Business Advisor and the General Manager to assist the AshTown Enterprise enter into the water bottling and soft drinks industry targeting customers in the Savannah, Northern, Upper East, Upper West and North East regions of Ghana.
• As Small Business Advisor, you have been tasked by management of the AshTown Enterprise to undertake research project (feasibility study) on water bottling and soft drinks industry in the target market.
Innovation & Leadership in Governance April 2020 145
Introduction to Research Project
•Required:
•As Small Business Advisor, what benefits does AshTown Enterprise stands to gain if research report in the form of feasibility study is submitted to the Management;
•List steps you will follow to conduct the research project in the catchment area;
•What content of the research project report or feasibility study should be expected from the Small Business Advisor;
Innovation & Leadership in Governance April 2020 146
Introduction to Research Project
•Required:
•Point out any possible challenges that the Small Business Advisor will encounter when undertaking the research project;
•Discuss strategies to overcome the challenges that may mitigate the aims of the research project;
•Discuss strategies that AshTown Enterprise can follow to operationalize the feasibility report if decision proves to be worth investing in bottled water and soft drink industry in the target market; Innovation & Leadership in Governance April 2020 147
Introduction to Research
Why Research in Entrepreneurship: •Problems or business opportunities:
•Covid-19, food insecurity, climate change, unemployment, etc; •Fosters ideas, creativity & innovation;
•Products, services or technology curiosity; •Customers satisfaction & repeat business; •Environmental uncertainty:
•Globalization, competition, dumping, etc; •Profitability, productivity & competitiveness;
•Organization – Research & Development (R&D) Department Innovation & Leadership in Governance April 2020 148
Introduction to Research Why Research in Entrepreneurship:
•Societies pass through 3 stages of revolution: (Auguste Comte,
|
• The scientific stage: people explain why things happen, know nature of
and techniques;
•In this scientific era, entrepreneurs must adopt the scientific
|
Innovation & Leadership in Governance April 2020 149
Introduction to Research
Why Research in Entrepreneurship:
•Thus, outputs (findings and grounds for new research project) help:
•Policy makers/government officials/politicians; •Academicians; •Practitioners/entrepreneurs/managers; •Development partners;
•Local community leaders;
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Introduction to Research
Why Research in Entrepreneurship:
•Thus, outputs (findings and grounds for new research project) help:
•Policy makers:
•Shape policy guidelines to deal with the needs of the business environment – economic growth, jobs, taxes, productivity, fiscal & monetary issues, etc;
•Insightfully deal with economic, legal, cultural, social, technological, environmental and political changes locally and in other jurisdictions;
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Introduction to Research
Why Research in Entrepreneurship: •Academicians:
•Generation and use of new knowledge - theory in basic and applied forms;
•Insightfully address dynamics of political, economic, legal, cultural, social, technological, environmental issues in Ghana and in other jurisdictions;
•Shape their perceptions on the roles and recognition of professionals, institutions, groups and public figures;
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Introduction to Research
Why Research in Entrepreneurship: •Practitioners:
•Manage enterprises from sound scientific and business point of view;
•Manage enterprises as more profitable, productive, competitive and socially responsible;
•Make informed investment decisions and reap optimal returns on shareholders’ value;
•Understand how policies and regulations influence organizational capability - strategic direction, product development, profitability, market share, customer satisfaction index, etc;
Innovation & Leadership in Governance April 2020 153
Introduction to Research What is Research:
•Re – prefix meaning again, a new, over again;
•Search – examine closely and carefully to test, probe and get results;
•Research:
•Is a systematic, structured and acceptable scientific method of collecting, analyzing and interpreting data to generate knowledge - answer certain questions, address entrepreneurial problem or exploit business opportunity;
Innovation & Leadership in Governance April 2020 154
Introduction to Research
Limitations encountered when undertaking research:
•Unclear statement about the intent of the study; •Lack of time or financial resources (budget); •Lack of logistics, equipment & internet system; •Weak human resource:
•Competence and capability;
•Business, community and policy makers negative attitude towards research (lukewarm);
•Poor library set up – magazines, books, journal articles; Innovation & Leadership in Governance April 2020 155
Introduction to Research Research Process: Steps:
•Research topic;
•Formulating problem or opportunity based on gap (s); •Undertaking literature review;
•Developing research purpose; •Research methodology; •Analyzing and interpreting data;
•Reporting findings, conclusion & recommendations; •Evaluate research project;
•Implement & evaluate report findings;
Innovation & Leadership in Governance April 2020 156
Introduction to Research Research Process:
•Research Topic: considerations: •Unanswered or unsolved question; •Promising business opportunity;
•Concern – national, community or enterprise; •Personal interest/entrepreneurial curiosity; •Social, economic, or entrepreneurial issue; •Testing theory;
•Prior research quest for new knowledge; •Program/project/policy evaluation;
Innovation & Leadership in Governance April 2020 157
Introduction to Research Research Process:
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•Product, target customer, technology, community, etc; •Terms of Reference (ToR) from a client;
•Justify the problem or business opportunity: •Prior market research study or feasibility study;
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•Benefit-cost analysis;
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Introduction to Research Research Process:
•Literature Review:
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•Locate resources:
• Books, journals, magazines, reports, newspaper, theses, etc;
• Electronic set up – internet, blogs, social media, print media, etc;
• Study area – employees, enterprise, organization, community, etc;
•Select resources:
• Determine the relevant data/information for the topic;
• Organize the data/information by developing a “literature map”;
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•N Q Write research questions, objectives, state variables and )
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Introduction to Research Research Process:
•Research Methodology:
•Determine the research design and method:
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•Quantitative, qualitative or mixed research methods;
•Select the unit of analysis:
• individuals, groups, companies, communities, etc;
•Select the variables and their relationships; •Design or select data-collection instruments; •Outline data-collection procedures;
•Obtain permissions to gain physical access to study area;
•Gather data from respondents/subjects;
Innovation & Leadership in Governance April 2020 161
Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Design
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•Experimental & quasi-experiments; •Survey;
•Secondary data; •Meta-analysis;
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Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Design Elements:
•Goal: prediction, control, confirmation, test hypothesis; •Deductive – theoretical framework or conceptual framework is
employed;
•Large sample size is used and statistically determined through probability sampling approach;
•Randomised, inclusive and controlled;
•Sample size is the group of cases - people, organizations, etc;
Innovation & Leadership in Governance April 2020 163
Introduction to Research Research Process:
•Research Methodology •Quantitative Research Design Elements:
•Hypotheses are tested; •Data collection instruments:
•Numerical and scored on key attributes – likert-scale point; •Quality of instrument:
•Reliability & validity;
•Data analysis is done at two level: •Descriptive statistics;
•Inferential statistics; Innovation & Leadership in Governance April 2020 164
Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Methods
Strengths of Quantitative Research:
•Can manipulate data to create visual images, e.g., graphs, trends, comparisons, etc;
•Concepts can be “measured” and directly compared to previous/subsequent work;
•Direct correlation between cause and effect – this is the ideal; •Possible to generalise towards external validity, e.g., predict; •Breadth of coverage of big population;
Innovation & Leadership in Governance April 2020 165
Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Methods
Weaknesses of Quantitative Research:
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Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Methods
When To Use Quantitative Methods:
•Want quantitative answer:
• How many of the lot - %, mean, numbers, etc;
• Degree of the relationships between/among concepts; • Numerical change (rising or falling);
•Audience segmentation:
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• Verify data obtained from qualitative study;
Innovation & Leadership in Governance April 2020 167
Introduction to Research
Research Process:
• Research Methodology
• Quantitative Research Methods
When to Use Quantitative Methods:
• Quantifying opinions, attitudes and behaviours of audience (%, mean, standard deviation);
• Finding out how the whole population feels about certain issue:
• New product (vaccine), new enterprise, corporate failure, Covid-19 pandemic, etc; • Explaining or predicting some phenomena:
• What factors predict profitability, market share or sales (change) of an enterprise; • Testing of hypothesis to explain behaviour of target audience:
• Degree of relationship between entrepreneurs’ personality traits and enterprise success (profit, market share, shareholders net value);
Innovation & Leadership in Governance April 2020 168
Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Methods
Examples of Quantitative Research:
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Introduction to Research
Research Process: •Research Methodology
•Quantitative Research Methods
Examples of Quantitative Research:
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Innovation & Leadership in Governance April 2020 170
Introduction to Research Research Process: •Research Methodology
•Qualitative Research Methods
•Are employed to answer “whys” and “hows” of social events (phenomena), human behaviour, opinion and experience in society;
•Thus, they seek to answer questions about: •Why people behave the way they do:
•Reasons why customer buy fruit juice;
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Introduction to Research
Research Process:
• Research Methodology
• Qualitative Research Methods
• Thus, they seek to answer questions about: • How opinions and attitudes are formed:
• Likes/dislikes of brands/products/enterprises; • How people are affected by events:
• Lessons learnt on entrepreneurial success or failure of promoters; • How and why cultures have developed:
• Organizational culture of BBC vs GBC, comparative analysis; • Differences between social groups:
• University graduates, senior secondary school holders & junior secondary school holders in target market in Tema, Wa, Axim and Ho and attitudes towards local fruit juice and foreign fruit juice;
Innovation & Leadership in Governance April 2020 172
Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
•Five strategies:
•Narrative inquiry – life history of subjects; •Phenomenology – description of phenomena; •Ethnography – culture of people;
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Innovation & Leadership in Governance April 2020 173
Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
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Introduction to Research
Research Process:
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• Qualitative Research Methods
Features:
• Are based on a “world view” which is holistic and have these beliefs: • There is not a single reality;
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• What we know has meaning only within a given situation or context;
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• Data collection is time consuming, and consequently expensive;
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Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
When to Use Qualitative Methods:
•Describing opinions, attitudes and behaviours;
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•Detailed life history of entrepreneurs or social leaders; •Detailed study of companies, people, etc – case study;
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Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
Reasons of use of Qualitative Research: •Naturalistic inquiry – Covid-19 pandemic in Ghana; •Local settings – Accra, Tamale, GBC versus BBC;
•Thick, depth and rich findings – Galamasey, banks failure, etc;
•Can answer such questions as “how”, and “why”, etc; •Not interested in numerical and quantitative explanation;
Innovation & Leadership in Governance April 2020 177
Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
Examples of Qualitative Research:
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Enterprise;
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Introduction to Research
Research Process: •Research Methodology
•Qualitative Research Methods
Examples of Qualitative Research:
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Innovation & Leadership in Governance April 2020 179
Introduction to Research Research Process:
• Research Methodology
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• Combining or integrating qualitative and quantitative research methods in a single investigation;
Types:
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• Collection of both data at the same time and integrates the information during analysis to detail out any contradictions or incongruent findings;
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• First, quantitative data is assembled, analyze the results and builds on the results to explain them in detail with qualitative research;
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• Begins with qualitative research phase to explore the views of the subjects, data analyzed and outputs used to select survey instrument and administered to large sample size of respondents (quantitative research method);
Innovation & Leadership in Governance April 2020 180
Introduction to Research Research Process: •Research Methodology •Mixed Methods Research
Advantages or Benefits: •Triangulation: •Improved generalization;
•Respond to diversity and pluralism; •Demerits of mono-method;
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Innovation & Leadership in Governance April 2020 181
Introduction to Research Research Process: •Research Methodology •Mixed Methods Research Demerits or hurdles: •Time consuming; •Expensive;
•Staff; •Logistics;
•Complex in nature;
Innovation & Leadership in Governance April 2020 182
Introduction to Research Research Process:
Research Methodology:
•Ethical considerations in Research: •Respect the rights of the participants:
•Privacy, confidentiality, deception, informed consent, voluntary participation, no harm to subjects, anonymity, etc;
•Honour the requests and restrictions of the research site;
•Report the research finding fully and honestly; Innovation & Leadership in Governance April 2020 183
Introduction to Research Research Process
Research Methodology:
•Analyze and Interpret Data: •Data preparation and description;
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•Responding to research questions and/or hypotheses through
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Introduction to Research
Report Findings and Evaluate Research: •Abstract/Executive Summary; •Introduction;
•Literature review; •Research methodology; •Findings of the study; •Discussion of the study;
•Conclusion, implications, limitations and future research agenda;
Innovation & Leadership in Governance April 2020 185
Introduction to Research Conclusions:
•communities that need to be exploited by entrepreneurs through
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enhanced enterprise’ sales, profitability, market share and
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End of Presentation on
Introduction to Research
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 187
Module Five MANAGERIAL SKILLS FOR
INTERPERSONAL DYNAMICS
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 188
Objectives of the Facilitation
At the end of session, participants should be able to: •List relevance & importance of managers in enterprises; •Mention key elements & uses of managerial roles;
•Point out key characteristics, analysis & uses of managerial skills;
•Mention elements and uses of interpersonal dynamics;
•Discuss qualities and success factors of interpersonal dynamics in enterprises;
Innovation & Leadership in Governance April 2020 189
Presentation Outline
•Relevance & importance of managers in enterprises;
•Elements & uses of managerial roles;
•Characteristics, analysis & uses of managerial skills;
•Elements and uses of interpersonal dynamics;
•Qualities and success factors of interpersonal dynamics in enterprises;
Innovation & Leadership in Governance April 2020 190
Managerial Skills For Interpersonal Dynamics
Project
• The AshTown Enterprise, Tamale (bottled & sachet water enterprise) has operated for the past one year and the results are interesting relative to the industry standards via sales, profit, market share and productivity indicators.
• Despite these remarkable achievement of the AshTown Enterprise in the water industry, some staff, customers, suppliers and even staff of the Assemblies are complaining bitterly of unhealthy relationships in the Enterprise.
- As a result, employee absenteeism & lateness are order of the day, key high-profit oriented customers are hinting of attrition, the Assemblies are contemplating not renewing the licenses of the Enterprise at the end of year 2020. Innovation & Leadership in Governance April 2020 191
Managerial Skills For Interpersonal Dynamics
Project
•More seriously, the regulators – FDA, GSA and EPA are also threatening them with sanctions and penalties due to negative human relationships of some staff including senior managers.
- Besides, production manager and marketing manager are in secret discussion with the best rival in water industry (BestTam Company PLC) because they have picked serious quarrels with both the GM and the Promoter of the AshTown Enterprise and going forward, are not happy working for the Enterprise. Innovation & Leadership in Governance April 2020 192
Managerial Skills For Interpersonal Dynamics Project
• Required:
• As Small Business Advisor, you have been contracted by management of the AshTown Enterprise to resolve the impasse looming in the AshTown Enterprise.
• What steps will you take to tackle the employee absenteeism and lateness;
• List strategies you will follow to deal with the challenges of the customer relationship system;
• What measures will you adopt to deal with the threats of revocation of license and permits by the Assemblies and the three Regulators – Food & Drugs Authority, Ghana Standard Authority and Environmental Protection Agency; Innovation & Leadership in Governance April 2020 193
Managerial Skills For Interpersonal Dynamics Project
• Required:
• Point out strategies that you will follow to resolve the impasse between the General Manager, Promoter, Production Manager and the Marketing Manager;
• Discuss interventions that be can used to build the competencies and capability of promoter, managers and staff to in order to forestall the image of the AshTown Enterprise;
• Training intervention and/or organizational development of the Enterprise have been suggested as a way forward to build the capacity and capability to deal with identified shortcomings. Discuss how you will go around them to assist the Enterprise to be seen and recognized as social responsible organization in the target market;
Innovation & Leadership in Governance April 2020 194
Managerial Skills For Interpersonal Dynamics Relevance of Managers:
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• Purpose - vision, mission, core values, strategy and performance results;
• Structure – various departments (production, marketing, accounting, HRM, etc) and the reporting relations among departments;
• Resources – man, machinery, mansion, market, money, message, etc; • Operate in geographical domain – town, district, region, national, etc;
•Management – promoter, owner-management, top management team – decision makers who get things done (results) through others - subordinates;
Innovation & Leadership in Governance April 2020 195
Managerial Skills For Interpersonal Dynamics
Relevance of Managers
•Every enterprise needs managers (owner, owner-manager or professional manager) who are responsible for supervising the use of organizational resources (people, machinery, computers, capital, etc) to meet enterprise’s strategic direction;
•Again, the managers exercise their functions through planning, organizing, directing and controlling the resources of the enterprises to achieve organizational performance;
•Managers have roles and skills that must be accomplished to achieve organizational competitiveness;
•Managerial roles are set of specific tasks that they are expected to perform because of the position mangers occupy in the enterprise;
Innovation & Leadership in Governance April 2020 196
Managerial Skills For Interpersonal Dynamics
Managerial Roles
•Managerial roles in enterprises fall under three areas: •Interpersonal Role:
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•Informational Role:
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•Use information as entrepreneur, act as disturbance handler, resource allocator and negotiator;
Innovation & Leadership in Governance April 2020 197
Managerial Skills For Interpersonal Dynamics
•Managerial Skills: •Conceptual skills:
•Ability to think analytically, i.e., analyze and diagnose business situation and distinguish between cause and effect
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•Technical skills:
•Special proficiency in the specified knowledge, technology and processes required to perform an organizational role;
Innovation & Leadership in Governance April 2020 198
Managerial Skills For Interpersonal Dynamics
Managerial Skills:
•Additional managerial skills needed are: •Communication skills;
•Motivation skills; •Administrative skills; •Leadership skills; •Problem solving skills; •Decision making skills; •Negotiation skills, etc;
Innovation & Leadership in Governance April 2020 199
Managerial Skills For Interpersonal Dynamics
Managerial Skills: uses
•Managerial skills when learnt and practised: •Aid entrepreneurial venturing;
•Improve personal management; •Build competency of entrepreneurs; •Change behaviour of entrepreneurs;
•More savvy in relationships with different kinds of people;
Innovation & Leadership in Governance April 2020 200
Managerial Skills For Interpersonal Dynamics
Managerial Skills: Characteristics •Are behavioural:
•Are not personality attributes or stylistic tendencies; •Are controllable:
•Performance of these behaviours is under the control of the individual and groups;
•Are developable:
•Performance can improve on continuous basis; •Are interrelated, overlapping and sets of complex
responses;
Innovation & Leadership in Governance April 2020 201
Managerial Skills For Interpersonal Dynamics
Managerial Skills: Analysis •Planning skills:
•Analyzing market gaps & opportunities;
•Establishing strategic direction to exploit the business opportunities;
•Allocating resources to staff and departments; •Developing alternative plans and projects; •Making, implementing and reviewing managerial
decisions;
Innovation & Leadership in Governance April 2020 202
Managerial Skills For Interpersonal Dynamics
Managerial Skills: Analysis •Organizing skills:
•Designing structure to respond emerging opportunities – department/positions;
•Coordinating departments and people; •Arranging delegation;
•Managing conflicts and organizational change;
Innovation & Leadership in Governance April 2020 203
Managerial Skills For Interpersonal Dynamics
Managerial Skills: Analysis •Directing skills:
•Implementing decisions & feedback; •Providing enabling climate & social construct; •Forming communications and building teams; •Developing talents and motivating staff; •Leading staff to manage organizational change; •Communicating results to all stakeholders;
Innovation & Leadership in Governance April 2020 204
Managerial Skills For Interpersonal Dynamics
Managerial Skills: Analysis •Controlling skills:
•Analyzing the gaps and strategic direction; •Establishing standards and performance targets; •Measuring performance and reporting results; •Taking action based on variations realized; •Instigating self-control for continuous improvement
culture;
•Managerial decisions to exploit continuous improvement techniques;
Innovation & Leadership in Governance April 2020 205
Managerial Skills For Interpersonal Dynamics
Interpersonal Dynamics: understanding
•Managers spend much of their time in relationships with bosses, peers, subordinates, customers, suppliers, civil/public servants, local communities, etc;
•Recurrent questions that regularly haunt managers: •What is really happening in these relationships; •Why do other people behave as they do;
•What can be done to maintain the relationship (win-win); •How can be it be improved continuously for the benefit of all
parties;
Innovation & Leadership in Governance April 2020 206
Managerial Skills For Interpersonal Dynamics
Interpersonal Dynamics: understanding •Ability of the manager to:
•Recognize and accept values, attitudes and beliefs unique to each other person of an organization;
•Consider diverse religious/cultural backgrounds and special needs of each person;
•Recognize similarities and differences of employees; •Accept that his or her perception is their reality; •Accept that employees’ perception is the manager’s
reality;
Innovation & Leadership in Governance April 2020 207
Managerial Skills For Interpersonal Dynamics •Interpersonal Dynamics: understanding
•Covers skills that enable managers have more effective and meaningful relationships with those with whom they work;
•Thus, managers become better:
•Negotiators, co-workers, attracting and retaining clients;
•Skills:
•Ability to listen and speak more clearly and completely;
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Managerial Skills For Interpersonal Dynamics •Interpersonal Dynamics: understanding
•Skills:
•Openness and receptivity to other people; •Communication – oral, written, technology-based, non-
words based, barriers, effectiveness, etc; •Attitude – positive;
•Deportment; •Maintaining connection; •Appreciation of others; •Emotional intelligence;
Innovation & Leadership in Governance April 2020 209
Managerial Skills For Interpersonal Dynamics
•Interpersonal Dynamics: Ideal qualities •Empathy;
•Honesty; •Dependability; •Willingness to learn; •Patience;
•Acceptance of criticism; •Enthusiasm;
•Self-motivation; •Tact; •Competence; •Responsibility; •Discretion;
•Team player; Innovation & Leadership in Governance April 2020 210
Managerial Skills For Interpersonal Dynamics
•Managerial skills for interpersonal dynamics: success factors:
•Managerial effectiveness; •Emotional intelligence; •Organizational culture; •Workplace climate; •Office politics;
•Organizational change management;
Innovation & Leadership in Governance April 2020 211
Managerial Skills For Interpersonal Dynamics
Managerial skills for interpersonal dynamics: success factors:
•Emotional Intelligence: •Comprises:
•Self-awareness – being aware of the needs of the manager, the values and emotions and their impact on behaviour;
•Self-management keep emotional reactions in check (self-regulation) and behaving appropriately;
•Social awareness – being in tune with others’ thoughts and feelings;
•Relationship management – ability to get along with others – subordinates, peers, bosses, customers, suppliers, etc;
Innovation & Leadership in Governance April 2020 212
Managerial Skills For Interpersonal Dynamics
Managerial skills for interpersonal dynamics: success factors:
•Emotional Intelligence: •Managers also need to:
•Demonstrate the ability to manage conflict; •Solve problems and make informed decisions;
•Communicate – message, active listening & feedback, barriers, impact, etc;
•Be responsible; •Accountable for their actions; •Show appreciation;
•Flexible;
Innovation & Leadership in Governance April 2020 213
Managerial Skills For Interpersonal Dynamics Managerial skills for interpersonal dynamics: success factors: •Organizational Culture
•Managers spend 8-10 hours or more a day with other co-workers – probably more time than they spend with family members;
•It is defined as shared belief system of values, norms, behaviours, thoughts, feelings and processes that contribute to the unique social and psychological environment of an organization;
•It is the total of past, present and future values/norms that are both written and unwritten;
•The way enterprise do things around here;
•It includes everyone from the CEO or manager to the lowest employee;
Innovation & Leadership in Governance April 2020 214
Managerial Skills For Interpersonal Dynamics
Managerial skills for interpersonal dynamics: success factors:
•Organizational Culture: manifests itself
•The way an organization conducts its business and treat its employees, customers, and the wider community;
•Extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression;
•How information and power flow through the hierarchy; •Strength of employee commitment towards collective
objectives (strategic direction of the organization);
Innovation & Leadership in Governance April 2020 215
Managerial Skills For Interpersonal Dynamics
Managerial skills for interpersonal dynamics: success factors:
•Organizational Culture: impact
•High productivity, performance and results; •Provides guidelines on customer service; •Product quality and safety;
•Employee attendance and punctuality; •Concern for health, well-being & environment; •Attract, motivate and retain top talents;
•Hardest thing about a organization to change;
Innovation & Leadership in Governance April 2020 216
Managerial Skills For Interpersonal Dynamics
Managerial skills for interpersonal dynamics: success factors: •Workplace Climate:
•Degree to which an organization focuses and emphasizes on: • Innovation;
• Flexibility;
• Appreciation and recognition;
• Concern for employee safety, health & well-being; • Learning and development opportunities;
• Citizenship and ethics;
• Quality & kaizen performance;
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•Emotional tonef and atmosphere, the current and energy in the environment where the managers work;
Innovation & Leadership in Governance April 2020 217
Managerial Skills For Interpersonal Dynamics Conclusions
•Every manager must plan, organize, direct and control the resources of enterprises to achieve the strategic direction cost-effectively;
•No manager even though skillfully can work and achieve organizational effectiveness and excellence without relating handsomely with others:
• Bosses; • Peers;
• Subordinates;
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•Managers iunderstand their needs, build healthy and long-life relationships and motivate them to be along with the strategic direction;
Innovation & Leadership in Governance April 2020 218
End of Presentation on
Managerial Skills For Interpersonal Dynamics
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 219
Module Six INTELLECTUAL PROPERTY
RIGHTS: A MANAGEMENT PERSPECTIVE
PRESENTATION BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 220
Objectives of the Facilitation
At the end of session, participants should be able to:
•List elements & importance of intellectual property rights in enterprises;
•Mention legal frameworks of intellectual property rights;
•Point out key characteristics, uses & infringement of intellectual property rights;
•Mention types of intellectual property rights: copyright, trademarks, patents, industrial designs & trade secrets;
•Discuss non-legal measures and management of the types of intellectual property rights;
Innovation & Leadership in Governance April 2020 221
Presentation Outline
•Elements & importance of intellectual property rights in enterprises;
•Legal frameworks of intellectual property rights;
•Characteristics, uses & infringement of intellectual property rights;
•Types of intellectual property rights:
•Copyright, trademarks, patents, industrial designs & trade secrets;
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Intellectual Property Rights: A Management Perspective
Project
•The AshTown Enterprise, Tamale (bottled, sachet water & fruit drink) in an attempt to lead the competition in the bottled water & soft drinks industry has established a Research & Development Department (R&D) which is headed by a doctorate degree holder and five research scientists (masters degree holders).
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Intellectual Property Rights: A Management Perspective
Project
•In the second quarter of 2020 Enterprise Performance Report, the Marketing Department observed serious infringement of the intellectual property of the AshTown Enterprise and suggested that stringent measures should be taken to avert the legal rights loss to the Enterprise.
•Nevertheless, upon investigation, it was learnt that the AshTown Enterprise is yet to come under any of laws governing intellectual property rights in the country.
Innovation & Leadership in Governance April 2020 224
Intellectual Property Rights: A Management Perspective Project
•Required:
•As Small Business Advisor, you have been hired by the AshTown Enterprise to ensure that intellectual property rights gains in the areas of patent, trademarks, copyrights, trade secrets, and industrial designs can be realized for the benefit of Enterprise.
•Which state institutions and regulations (laws) will you consult to assist in operationalizing the intellectual property rights of the AshTown Enterprise;
Innovation & Leadership in Governance April 2020 225
Intellectual Property Rights: A Management Perspective Project
• Required:
• Specifically what will you do under these areas: (i) inventions in soft drinks with high vitamin C and E; (ii) soft drink labelled as “Agyenkwa Multifruit Drink”; (iii) expressed ideas on bottled water and soft drinks; (iv) industrial designs in technology & standard operating procedures to manufacture soft drinks; (v); secret information of market value.
• After one year of successful interventions in the five areas, the R&D Department proposes to earn royalties from their investments in the creativity and innovation pipeline of the AshTown Enterprise.
• Indicate measures you will adopt to enable the management actualize their dream of royalties.
Innovation & Leadership in Governance April 2020 226
Intellectual Property Rights: A Management Perspective Project
• Required:
• Two years after the implementation of the intellectual property and subsequent realization of the royalties, a rival company in the Ahafo Region poaches the Head and two research scientists of the R& D Department of the AshTown Enterprise away to Goaso for similar business. What measures will you suggest to the AshTown Enterprise so that it is does not suffer under their patents, trademarks, copyrights, trade secrets and industrial designs.
• It is observed that a rival company in Kumasi is using the name, label, colour and packaging of the “Agyenkwa Multifruit Drink” of the AshTown Enterprise in the southern part of Ghana.
- What advice will give the Promoter of the AshTown Enterprise if the infringement of the intellectual property is brought to your notice with evidence. Innovation & Leadership in Governance April 2020 227
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• Intellectual property (IP) is the legal rights which result from intellectual activity in the industrial, scientific, literary and artistic fields;
• IP activity covers all intangible creations of the mind (product of human intellect) that have commercial value in the marketplace;
• Countries have laws that protect intellectual property for these reasons: • Give statutory expression to the moral and economic rights of creators in
their creations;
• The rights of the public in access to those creations;
• Promote creativity, dissemination and application of human intellects;
• To encourage fair trading among creators and the public which contribute to economic and social development;
Innovation & Leadership in Governance April 2020 228
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• Under intellectual property law, the holder of these creations of market value has certain exclusive rights:
• Use of the creation for a certain period of time;
• Own the invention, control and receive reward for the use;
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• Globally, the World Intellectual Property Organization (WIPO) has been established to protect intellectual property of creators under these types;
• Patents - inventions;
• Trademarks – identify sources of a product/service; • Copyrights – expression of ideas;
• Trade secrets – secrets information with commercial value;
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Intellectual Property Rights: A Management Perspective Legal Framework of Intellectual Property Rights in Ghana:
• These laws have been enacted to protect intellectual property: • Patent Act, 2003 (Act 657);
• Industrial Design, Act 2003 (Act 660); • Trade Mark Act, 2004 (Act 664);
• Copyright Act, 2005 (Act 690);
• Two state institutions mandated to protect intellectual property: • The Registrar General’s Department:
• Responsible for the registration of patents, trademarks and industrial designs and handles opposition proceedings in case of infringements;
• The Copyright Office:
• Responsible for the registration of authors, associations of authors, musical works & production and related issues;
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Intellectual Property Rights: A Management Perspective
Copyright:
•The Copyright Act, 2005 (Act 690) provides protection to expression of ideas - tangible as original to the creator/author in Ghana;
•The original creator must register the expressed ideas outlined below:
•Literary works - lyrics, pamphlets, stories, textbook, reports, lectures, etc;
•Dramatic works - videos; •Musical compositions;
•Artistic works - paintings, drawings, sculpture, art, architectural
designs, handicraft, maps and photographs;
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Intellectual Property Rights: A Management Perspective
Copyright:
•The original creator must register the expressed ideas outlined below:
• Performances;
• Sound recordings;
• Communication (broadcast) signals; • Choreographic work;
• Derivative work – a work resulting from adaption, transition, translation or other transformation of an original work so as to make it an independent creation;
• Computer software or programmes;
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Intellectual Property Rights: A Management Perspective
Copyright:
•The Copyright Act, 2005 (Act 690) makes provisions: •Registration – Copyright Administrator registers, keeps records
and provides evidence of ownership and authentication of the work;
•Economic rights of authors – rentals and sales of work; •Transfer of rights - assignment, testamentary disposition or
operation of the law;
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Intellectual Property Rights: A Management Perspective
Copyright:
•The Copyright Act, 2005 (Act 690) makes provisions:
•Moral rights – exists in perpetuity and enforceable by the author during lifetime and after death, by the author’s successor;
•Infringement – failure to inform the creator for authorization and use amount to piracy, infringing on the rights of the author;
•Offences – manufacturing or production, distribution, exhibition, imports, exports, etc;
•Civil remedies for damages – injunction at the High Court prohibiting the production, importation or export of work, recovery of damages; Innovation & Leadership in Governance April 2020 234
Intellectual Property Rights: A Management Perspective Trademarks: Trade Mark Act, 2004 (Act 664)
• Trademark is a word, symbol, or design (or combination of these features) that is used to distinguish among businesses (product/service) in the market place;
• Trademark can be a label, personal name, word, letters, drawings, images, smells, colours, sounds, etc;
• Trademark is registered in accordance with the Trademarks Act, 2004 (Act 664) and gives the manufacturer the exclusive rights, usage, duration, infringement, and damages to use the mark in connection with the wares or goods for which it is registered;
• For example in Ghana:
• The GIHOC Distilleries Company Limited is registered proprietor of the trademarks “Castle Bridge” and “Mandigo Bitters”;
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Intellectual Property Rights: A Management Perspective
Trademarks: Trade Mark Act, 2004 (Act 664); •Types of Trademark:
•Common law (unregistered) trade mark:
•Is widely used on a certain class of goods and the public is aware that such mark comes from the owner of the mark;
•Registered trade mark:
•Is a mark registered in accordance with the Trade Mark Act, 2004, (Act 664);
•A mark cannot be registered if it conflicts with a mark already registered; Innovation & Leadership in Governance April 2020 236
Intellectual Property Rights: A Management Perspective Trademarks
• Importance of Trademarks:
• Distinguish products from other competitors;
• Promote and sell reputable & quality products; • Promote goodwill attached to the product;
• Guarantee the consistency of quality products;
• Strong communication tool on corporate products, technology, culture and competitiveness;
• Stimulate and ensure fair competition;
• Protect customers from inferior or sub-standard class of products;
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• Highly valuable, to attrInnovation & Leadership in Governance April 2020 237
Intellectual Property Rights: A Management Perspective Trademarks:
• Infringement of Trademark:
• Occurs when a person or a firm uses in the course of business and without permission uses another person’s or firm’s trade mark or a mark identical to a registered mark and therefore likely to deceive the public or cause confusion in the minds of consumers;
• There are civil law remedies for infringement of trade marks and for passing off goods as those of competitors;
• When infringement occurs, the plaintiff is entitled to an injunction and damages for profits;
• The court may order that the goods in question be destroyed or modified if possible;
• Duration of trademark:
• The period of protection for trademark varies, but can generally be renewed indefinitely as long as the trademark remains in use for the given period;
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Intellectual Property Rights: A Management Perspective Patents: Patent Act, 2003 (Act 657);
•Section 1 of the Patents Act defines invention as an idea of an inventor which permits in practice the solution to a specific problem in the field of technology;
•Requirements of a Patent:
•Must have industrial, manufacturing or agricultural use; •Experts in the discipline must conclude that it is new and
invention, and not mere development;
•Must be an original, not disclosed or published in any part of the world at the time of application for invention;
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Intellectual Property Rights: A Management Perspective Patents: Patent Act, 2003 (Act 657);
•Types of Patents:
•Products – products, devices, machines, materials, electronic components;
•Processes – standard operating procedures of industry;
•Apparatus – for producing products; •New uses – of known products;
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Intellectual Property Rights: A Management Perspective
Patents: Patent Act, 2003 (Act 657);
•However, there are some exceptions from patent protection:
•Discoveries, scientific theories and mathematical methods; •Schemes, rules or methods of doing business;
•Methods of treating health or life of humans or animals; •Plant and animal conservation methods;
•Plant varieties or animal breeds; •Business methods;
•Aesthetic creations;
•The human body and any non-separate part/s thereof;
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Intellectual Property Rights: A Management Perspective
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• This means, a patented invention cannot be made, used, distributed or sold
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Intellectual Property Rights: A Management Perspective Patents:
•Importance of patents:
• Recognition and reward to inventors;
• Spread of new knowledge in the world;
• Inspiration for further research and development;
• Are protected primarily to stimulate innovation, design and the creation and transfer of technology;
•Duration of patents:
• Is usually given for a finite term, subject to limitations and exceptions in the interest of right holders and of users.
• A patent expires 20 years from filing date of the patent application;
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Intellectual Property Rights: A Management Perspective Patents:
•Infringement:
•Use of another’s patent without permission amounts to infringement;
•An inventor whose patent is infringed has the following remedies:
•Injunction to restrain future use;
•Damages which may be assessed on a loss of profits or royalty basis;
•Delivery of the products infringed;
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Intellectual Property Rights: A Management Perspective
Industrial Designs: Industrial Design, Act 2003 (Act 660)
• ornament applied to a finishedrarticle to improve its aesthetic appeal, • Protection of industrial designs is dependentlupon registration pursuant
• The protection helps economic development by encouraging creativity in
• computers, cars, mobile iphones, television sets, etc havefhelped to make
• Registration and renewals of designs provide protection up to 15 years;
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Intellectual Property Rights: A Management Perspective Industrial Designs: Industrial Design, Act 2003 (Act 660)
•In general, there are four remedies available for infringement:
•Damages – applied in the same manner under tort law – wrongful act;
•Account for profit – requires transfer of profit when infringer has been unjustly enriched;
•Injunction – restrains the defendant from further infringement;
•Delivering up – requires infringer to turn over the goods or to expose of them;
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Intellectual Property Rights: A Management Perspective
Trade secrets (confidential information):
•Trade secrets refer to information of commercial value used by a business organization to gain an advantage over competitors for generations;
•Businesses can protect such secrets from being used by others by law;
•Trade secrets:
•Formulas, patterns & chemical compounds; •Combination of ingredients for commercial products; •Process of manufacturing and complied information; •List or databases of customers;
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Intellectual Property Rights: A Management Perspective Trade secrets (confidential information):
•The secrets must be protected through measures:
• Creating protocols to be followed by all employees while dealing with sensitive information;
• Ensuring proper security measures such as visitors pass and out-of-bounds spaces;
• Keeping confidential files in locked cabinets, and use passwords for computer systems;
• Avoiding discussing business secrets in public places; • Keeping important business travel and plans secrets;
• Controlling the flow of information, access on a need-to-know basis;
• Ensuring that employees are well-treated and respected to avoid any reason for malice;
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Intellectual Property Rights: A Management Perspective Trade secrets (confidential information):
•The law does protect confidential information in four ways: •Laws of licensing;
•Enforcement by the courts of protective covenants that stipulate that the buyer of the information will not divulge it to anyone else;
•Enforcement by the courts of restrictive covenants that restrain an employee from making use of an employer’s confidential information;
•Imposition of fiduciary duties upon employees, directors, officers and partners that prevent them from misusing or divulging confidential information acquired in the course of their relationship to the employers, companies or co-partners;
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Intellectual Property Rights: A Management Perspective
Non-legal means of protection of intellectual property:
•Establishment of idea bank or vault:
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•Strategies to boost idea Bank: •Hire creative people;
•Cultivate organizational culture; •Reward creative people and returns;
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•Logbook secured;
•Avoid making disclosure on the secured ideas;
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Intellectual Property Rights: A Management Perspective
Non-legal means of protection of intellectual property:
•Patents:
•Keep all details of the invention secret;
•Keep both originals and copies of all notes, reports, drawings, laboratory books, etc and keep them in a secure location;
•Ensure all notes, reports, drawings, laboratory books are dated and sufficiently detailed to identify the invention and how it works;
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Intellectual Property Rights: A Management Perspective
Non-legal means of protection of intellectual property:
•Copyrights:
•Keep all originals of the copyright works such as notes, sketches, drawings, videos, etc in a secure location;
•Record the date of creation of the copyright work – very crucial;
•Identify materials with a copyright notice on them such as: @ [year] [insert name of owner]. All rights reserved;
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• Copyrights:
• Moral rights, which is personal right the author enjoys exists alongside copyright works include:
• Right of paternity:
• The right to be identified as the author and must be asserted by him or her to be effective;
• Right of integrity:
• The right no to suffer any derogatory treatment of a work (i.e., not to have it amended or changed by others);
• Right of false attribution:
• The right not have a work falsely attributed to someone who did not create it;
• Right of privacy:
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Intellectual Property Rights: A Management Perspective
Non-legal means of protection of intellectual property:
•Industrial designs:
•Keep all originals of the design drawings, sketches, models and prototypes, etc;
•Keep all these materials in a secure location;
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Intellectual Property Rights: A Management Perspective
Management of intellectual property:
•Involves:
•Feasibility analysis – investment decision; •Application procedures;
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Intellectual Property Rights: A Management Perspective Conclusion:
•and various types of intellectual property in enterprises; •Equally, entrepreneurs must also be abreast with the legal
minimize any form of infringement;
•types of intellectual property through ilicensing and e •types of intellectual property as a form of investment; he
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End of Presentation on
Intellectual Property Rights: A Management Perspective
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 257
Module Seven City and Metropolitan
Planning PRESENTATION
BY
THEOPHILUS ADOMAKO (PhD) CONSULTANT, MDPI
Tel: +233 (0) 24 - 4172411
E-mail: adomakotheophilus@yahoo.com
Innovation & Leadership in Governance April 2020 258
Coaches
Theophilus Adomako