Makerere: Crisis management versus management by crisis
| dc.contributor.author | Mao, Nobert | |
| dc.date.accessioned | 2019-02-26T07:11:26Z | |
| dc.date.available | 2019-02-26T07:11:26Z | |
| dc.date.issued | 2019-02-17 | |
| dc.description | Daily Monitor February 17, 2019. Page 10. | en_US |
| dc.description.abstract | Let's state our argument at the outset. Three things drive conflict in Makerere. First is personal behaviour of the conflicting parties. Second is structural factors. Third is communication factors.Our view is that the way Makerere is structured makes it conflict prone and in the absence of inbuilt conflict management and resolution mechanisms it will always be in turmoil.The current university structure is based on 'clientelism'. The bosses have politically well placed overlords who call the tunes thus downgrading administration into a puppet show. We have heard stories of appointments and promotions based not on merit but on other considerations including nepotism. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/1636 | |
| dc.language.iso | en | en_US |
| dc.publisher | Daily Monitor | en_US |
| dc.subject | Makerere | en_US |
| dc.subject | Crisis management | en_US |
| dc.subject | Management by crisis | en_US |
| dc.title | Makerere: Crisis management versus management by crisis | en_US |
| dc.type | Article | en_US |