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TC BOD Chairperson MONICA L. SALIDO is elected as the President while TC BOD Vice-Chairperson FE J. ADLAWAN is elected as the Vice-President of the Sisters Society (Tagum Cooperative Chapter).
Recently in Malawi we had our sister society meeting whereby our theme was career Woman Of Impact. I enjoyed a presentation from our Guest Speaker Maureen Masamba, who said, "Women we should not give ourselves limits, we should always focus on our future, identify our strengths and core competencies, build and nurturing our self-esteem; brain storm. If we fail to achieve something we should always search our souls, know what we are, have confidence, change strategy and try something different"
It is a fact that women nowadays are already internationally known as an 'all around homebody'. She may be a wife, a mother or a popular public servant.
In my country, nobody can question the legacy that every woman can give: be it to her family or the society. A woman who can do the job well-done is somehow a 'super woman' but it is happening around us. It is because, women are becoming career oriented while being a doting mother and as a submissive wife. Though submissive, because ours is a paternal society, yet, her decision-making can be firm and referred-oriented.
She can be a public servant in many ways. Many health workers in local Health Centers are married women. Politics is not behind, it can be her advocacy to join the wagon of women in politics joining the world that used to be for men only.
Women follow this link, so educative and inspiring.
World Council of Credit Unions conducted a survey on Women's Participation in Credit Unions in 2014. The data was provided by 36 out of 46 respondents (78%) who were women from national CU associations.
- Average percent of women members of credit unions: 43.8% (34 countries)
- Average percent of women board members in credit unions: 27.5% (29 countries)
- Percent of women CEOs of credit unions: 15% (30 countries)
Further details can be found in the Member Services folder of the Resource Library.
Challenge of upskilling line managers "faces every type of firm"
27 January 2015
UK organisations are struggling to train managers that have the closest contact with staffers, according to IPA research – and workers’ mental health is at risk
Senior leaders throughout the UK have expressed mounting concerns about how they will develop the skills and talents of their line managers. According to a study published this week by business consultancy the Involvement and Participation Association (IPA), 70% of HR officers, directors and chief executives have put “upskilling line managers” in their Top Three of major challenges currently facing their firms.
“Implementing organisational change” came a close second – with 65% naming it in their Top Three – while “strengthening the leadership team” trailed a distant third at 30%. Significantly, IPA’s data showed that there was scant difference between the priorities and challenges of the private and public sectors. The only notable change was that “improving working relationships” came out with a slightly higher score of 35% in the private sector, narrowly beating the “leadership team” issue that came in third place overall.
The findings have presented bosses across the country with serious matters to consider in the realm of workplace wellbeing. Indeed, IPA’s figures have arrived hot on the heels of comments from business psychologist Professor Cary Cooper, who told the recent Why Mental Health Matters conference in London that most employee-engagement schemes have failed – and that key areas of workplace happiness have deteriorated as a result. As quoted in HR magazine, that malaise has led Cooper to conclude: “Our line managers today are unfit for purpose. It’s rather sad in a way, but they simply don’t have the interpersonal skills [they need].”
Other experts have highlighted the crucial role that skills play in shaping company culture – a clear set of values that line managers are often tasked with conveying to their staff. In a column this week for the Huffington Post, Chartered Management Institute (CMI) chief executive Ann Francke argued that the UK needs a “Culture Club”: a collective agreement among senior leaders that they will regularly measure, and report on, their human capital. In Francke’s view, that process is vital for ensuring that people development drives and shapes company culture for the benefit of all. “By championing greater development of skills and greater transparency in people reporting,” Francke stressed, “we could foster much-needed long-termism.”
However, despite the shortcomings that those experts have identified, IPA director Nita Clarke provided a positive angle on the findings, saying: “it is encouraging that organisations are recognising the importance of enhancing the skills of both their line and senior managers. Engaging for Success, my review of employee engagement with David MacLeod, clearly showed that engaging managers are one of the four key enablers of employee engagement – alongside a strong and empowering leadership team. For organisations undergoing change – which let’s face it, in current times is all organisations – investment in both is likely to pay dividends in delivering transformation.”
CMI director of strategy and external affairs Petra Wilton, said: “These results echo our own annual Future Forecast report – which found that people development is one of the Top Three priorities for employers in 2015 as they look to grow. Any organisation that is serious about hitting the objectives ahead of it should be looking at how it can develop its line managers. Whether through management courses, management qualifications or the Chartered Manager award, employers have huge flexibility to tailor development to meet their needs. Without a renewed focus on developing managers, employee engagement, productivity and bottom-line results will suffer.”
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See more at: http://www.managers.org.uk/insights/news/2015/january/challenges-of-upskilling-line-managers-face-every-type-of-firm
I've just had an opportunity to review the proposals that were submitted by the 6 scholarship applicants. I have to say I am so proud of each and every one of these ladies. The hard work and dedication that is required to not only prepare the proposal but the effort that will be necessary to implement them is a measure of their commitment.
I just wanted to congratulate these women on a job well done. I wish you all the best of luck!