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Showing posts from September, 2022

THE LEADER’S GOAL OF INFLUENCE

  In my quest to want to be a great leader, I have had to read and research into what leadership is all about and how to be great one. I have combed through the Bible to books written on leadership. In the process, I bought any book that I came across that has leadership as part of its title and listened to anything that sounds leadership. This incomplete journey has brought me to understand my goal as a leader and for that matter anyone aspiring to lead. What I intend to do with this article is to have a conversation about leadership by summarizing or demystifying what I have discovered in my journey so far from my perspective. I will start with what leadership is about, talk about the goal of a leader by introducing my model of a “leader’s goal of influence” and adjourn the conversation to another time in my journey of discovery, should I have something to share since a new perspective could enhance this conversation. WHAT IS LEADERSHIP ABOUT? There are many definitions of leader...

CARDINAL RULES IN THE LABOUR-MANAGEMENT NEGOTIATION PROCESS AS ENSHRINED IN THE LABOUR ACT, 2003 (ACT 651) IN GHANA

  Labour-management negotiation involves a strategic conversation between a labour union and an employer on an issue in order to reach an agreed and sustainable outcome that is a gain for both parties.    Section 96 of the Labour Act, 2003 (Act 651),   requires   t e rms   a nd   c ondi t ions of   e mp l o y ment   o f   w orkers to be   c o n c luded b e t w ee n t r a de   u nions on one   h a nd   a nd r e p r e s e ntatives of   e mp l o y e rs on the oth e r h a nd by way of a negotiation process called Collective Bargaining. Section 101 of Act 651,  also requires   negotiating parties to make rules to govern this procedure thereby giving a  legal requirement for the need to have cardinal rules to govern the negotiating process. Negotiation is a  critical and crucial conversation that requires  cardinal rules not only as a  communication protocol  in the negotiating proces...

THE WOES OF STATE OWNED ORGANIZATIONS IN GHANA ARE SELF INFLICTED

  State Owned Enterprises (SOEs), are known to be entities whether incorporated or not under the Companies Act, and whose shares are wholly held or controlled by the State. They are typically commercially-oriented entities, although some of them are required to perform specific public policy objectives. Special Purpose Vehicles (SPVs) sponsored by Government including ESLA Plc and Ghana Amalgamated Trust (GAT) are also classified as SOEs. The 2020 report on State Ownership, shows that Government exposure to State Owned Enterprises (SOEs) stood at GHS21.53bn receiving explicit and implicit support. Ultimately, as at the end of 2020, SOEs reported an aggregate net loss of about GHS2.6bn, continuing the trend of unprofitability which was GHS586.49m at the end of 2019. It is also on record that ten SOEs in the energy sector have made about GHS9bn cumulative losses between the years 2018 to 2020.  According to the 2020 Annual Public Debit Report (APDR) issued by the Ministry of Fin...