If you get the right colors, this style will rock!
And try these one
Thursday, April 29, 2010
Wednesday, April 28, 2010
Kazi, kazi, kazi
The Aga Khan University Institute for Educational Development, Eastern Africa, invites applications for the following position, based in Dar es Salaam, Tanzania. You are encouraged to inform all those who qualify for this position to apply.
1. EXECUTIVE ASSISTANT FOR THE DIRECTOR’S OFFICE
Reporting to the Director, AKU-IED EA, the appointee will be responsible for providing effective and efficient administrative and secretarial support to the Director’s Office at AKU-IED EA. His or her specific duties will include
• Ensure effective and efficient functioning of the office of the Director.
• Provide briefing materials to the Director, management of information flow (email, verbal, written) and follow-up on deadlines and commitments made.
• Coordinate social and operational aspects of visits from official visitors to IED, and events hosted by IED (Graduation, Conferences, Seminars, Workshops) by:
• Maintain liaison with external agencies (e.g. donors, visiting faculty, partners, stakeholders) to ensure efficient follow-up and information-flow.
• Act as secretary to the Management Advisory Group and other committees where the Director is represented and may require assistance (note taking and transcribing, ensuring decisions made are implemented, circulation of notes and scheduling meetings).
• Liaise with the Administrative Assistant Director’s office in organisation and logistics of Director’s travel.
• Maintain office library and database of official contacts.
• Any other duties as requested by the Director.
The ideal candidate should posses a first degree in Public Administration or other related field from a recognised university and at least 3 years of secretarial experience at a senior level especially in an education setting. Other requirements include proficiency in Microsoft applications (Word, Excel, and Access) and ability to communicate effectively in both English and Kiswahili. The candidate must have excellent interpersonal and team building skills, evidence of taking initiative and a record of providing a friendly, efficient and supportive service. A diploma in secretarial skills will be an added advantage.
ADMINISTRATIVE ASSISTANT
Reporting to the Associate Director, Administration or nominee, the appointee will be responsible for providing effective and efficient administrative and secretarial support to the Associate Director, Administration and to Faculty at AKU-IED, EA. His or her specific duties will include.
• Scheduling of appointments and providing support on the daily tasks of supervisors (including organising documentation and resources for meetings or classes)
• Carrying out general office administration functions, which include maintaining and operating appropriate and efficient communications systems such as telephone, fax, email, mail and courier service and attending to day-to-day administrative issues
• Maintaining efficient systems to ensure all incoming and outgoing correspondence is properly received, recorded and distributed
• Maintaining efficient filing systems
• Taking minutes during meetings outlining recommendations and tasks assigned
• Liaising with the Administrative Assistants in general administration to follow-up on relevant arrangements e.g. transport or travel
• Ensuring proper travel arrangements and itineraries are made
• Maintaining task lists
• Assist with web-based and library research
• Any other duty as may be assigned by the Supervisor
The ideal candidate should hold a Bachelor’s degree in Secretarial Studies or equivalent and should have at least two years of related work experience. S/he should demonstrate initiative, strong interpersonal skills and should be proficient in the use of all MS Office applications as well as good communication skills.
Please send your application, an updated CV and testimonials, including the names, postal and e-mail addresses, telephone/fax numbers of two professional references, addressed to the Human Resources Coordinator, AKU - TIHE P.O. Box 125, Dar es Salaam; Fax (+255) (0)22 2150875 or email hr.iedea@aku.edu by May 12, 2010. Only short-listed candidates will be contacted. For further information, please visit www.aku.edu
1. EXECUTIVE ASSISTANT FOR THE DIRECTOR’S OFFICE
Reporting to the Director, AKU-IED EA, the appointee will be responsible for providing effective and efficient administrative and secretarial support to the Director’s Office at AKU-IED EA. His or her specific duties will include
• Ensure effective and efficient functioning of the office of the Director.
• Provide briefing materials to the Director, management of information flow (email, verbal, written) and follow-up on deadlines and commitments made.
• Coordinate social and operational aspects of visits from official visitors to IED, and events hosted by IED (Graduation, Conferences, Seminars, Workshops) by:
• Maintain liaison with external agencies (e.g. donors, visiting faculty, partners, stakeholders) to ensure efficient follow-up and information-flow.
• Act as secretary to the Management Advisory Group and other committees where the Director is represented and may require assistance (note taking and transcribing, ensuring decisions made are implemented, circulation of notes and scheduling meetings).
• Liaise with the Administrative Assistant Director’s office in organisation and logistics of Director’s travel.
• Maintain office library and database of official contacts.
• Any other duties as requested by the Director.
The ideal candidate should posses a first degree in Public Administration or other related field from a recognised university and at least 3 years of secretarial experience at a senior level especially in an education setting. Other requirements include proficiency in Microsoft applications (Word, Excel, and Access) and ability to communicate effectively in both English and Kiswahili. The candidate must have excellent interpersonal and team building skills, evidence of taking initiative and a record of providing a friendly, efficient and supportive service. A diploma in secretarial skills will be an added advantage.
ADMINISTRATIVE ASSISTANT
Reporting to the Associate Director, Administration or nominee, the appointee will be responsible for providing effective and efficient administrative and secretarial support to the Associate Director, Administration and to Faculty at AKU-IED, EA. His or her specific duties will include.
• Scheduling of appointments and providing support on the daily tasks of supervisors (including organising documentation and resources for meetings or classes)
• Carrying out general office administration functions, which include maintaining and operating appropriate and efficient communications systems such as telephone, fax, email, mail and courier service and attending to day-to-day administrative issues
• Maintaining efficient systems to ensure all incoming and outgoing correspondence is properly received, recorded and distributed
• Maintaining efficient filing systems
• Taking minutes during meetings outlining recommendations and tasks assigned
• Liaising with the Administrative Assistants in general administration to follow-up on relevant arrangements e.g. transport or travel
• Ensuring proper travel arrangements and itineraries are made
• Maintaining task lists
• Assist with web-based and library research
• Any other duty as may be assigned by the Supervisor
The ideal candidate should hold a Bachelor’s degree in Secretarial Studies or equivalent and should have at least two years of related work experience. S/he should demonstrate initiative, strong interpersonal skills and should be proficient in the use of all MS Office applications as well as good communication skills.
Please send your application, an updated CV and testimonials, including the names, postal and e-mail addresses, telephone/fax numbers of two professional references, addressed to the Human Resources Coordinator, AKU - TIHE P.O. Box 125, Dar es Salaam; Fax (+255) (0)22 2150875 or email hr.iedea@aku.edu by May 12, 2010. Only short-listed candidates will be contacted. For further information, please visit www.aku.edu
I am back
Jamani wapendwa wa blog hii, samahani kwa kutoweza kupost kitu chochote kwa muda wa takribani wiki 2. Kwa kweli ni kwa sababu za ukosekanaji wa technologia hii ya internet mahali nilipokuwa, na si tu internet bali hata simu ya mtandao wowote. Nilikuwa mahali hapo ambapo sitapataja kwa shughuli za kikazi hivyo sikuwa na la kufanya. Natumaini hamjatoweka na mtaendelea kunipa support.
Thank you na tuendelee kuelimishana.
Thank you na tuendelee kuelimishana.
Friday, April 9, 2010
Handbags available
Kuna handbags za kila aina, kila rangi, best quality maana hatuuzi za kichina. call 0784 703920 na utaletewa ulipo. It is just 25,000 na unapendeza na kuwa unique
Thursday, April 8, 2010
Ten ways to manage Bad Bosses
Hint: Treat them like toddlers
Do you ever think your boss behaves like a child going through the "terrible twos," throwing tantrums or reverting to a little lost lamb when in over his or her head?
I call this regression "Terrible Office Tyrant" (TOT) behavior. TOTs can act like schoolyard bullies afraid to reveal the slightest incompetence, or like helpless children. They can be fickle, stubborn or needy or have irrational fears. And they can consume your workday, not to mention wreak havoc on productivity and profits.
A bad economy, workplace pressures and stress can trigger the many striking similarities between bad bosses and terrible tykes. We're all human, and behind a boss's professional facade is often a grown kid who can't handle his or her power.
When your boss slips into any of the 10 classic TOT behaviors, including the "bratty" type (overly demanding, stubborn, self-centered or tantrum-throwing) or the "little lost lamb" variety (fickle or overly fearful), you can use proven parental techniques and actually thrive in your job. By seeing the childlike motives behind a boss's (or co-worker's) actions, you can better manage even the most difficult situations.
Use C.A.L.M.
The top four tips to keeping your office from being a corporate playpen are best described by the acronym C.A.L.M.: communicate, anticipate, laugh and manage up:
1. Communicate
Communicate frequently, openly and honestly. Savvy TOT-tamers take the initiative to establish an open dialogue. At work, stay aligned with your boss's objectives rather than focusing on your pet projects, so that your work remains consistent with what's most critical to management.
By bravely opening the dialogue, you'll also avoid misunderstandings with co-workers; other factors may be contributing to an ignored e-mail or seemingly unfriendly response, such as a tight deadline or pressure from the boss.
2. Anticipate
Be alert for problems and prepared with solutions. Offer answers to emerging issues; don't add to the pile of problems if you want to avoid triggering bad behavior. Your boss wants to delegate as much as possible -- as long as you make the process worry-free. Know when to stay away if you expect a tantrum is coming down the hall.
3. Laugh
Use humor, or what I call "the great diffuser" of tension, to break down interpersonal logjams. Laughter helps create bonds and reminds us of our larger purpose: to work together with upbeat, constructive energy. We can and should be able to accomplish great things as a team at work, while having some fun. Take the initiative to do this and watch the seething subside.
4. Manage up
Let yourself shine by being a problem-solver and collaborator. You can be a beacon of positive energy for your boss, co-workers and team. Part of managing up also means setting limits to bad behavior. Oftentimes TOTs are unaware of the effect of their actions. You can influence these actions, and your skills will be transferable to any job.
Advanced TOT-taming tips
Here are some specifics on how to tame your TOT and humanize your workplace. Try these time-honored "parenting" techniques:
5. Don't fight fire with fire
If your TOT is tantrum- or bully-prone, mirroring his childish behavior is a downward spiral. Avoid the temptation to win the battle and lose the war. Instead, calmly and concisely tell your boss how his or her actions affected you. Keep a matter-of-fact tone and be factual. Use "I" statements rather than "you" to avoid an accusatory demeanor.
6. Use positive and negative reinforcement
When bosses set aside their worst TOT traits, respond with gratitude and comment on how it inspires you to do your best. Praising positive actions is a powerful way to foster better behavior. Over time, your boss will link the better management style with positive employee morale and results. Remember, if there's something in it for your boss, you can effect change.
7. Know your timing
Timing can be everything, with a child or an office tyrant. Learn the best times of day to approach your boss. Study his or her patterns, mood swings and hot buttons and plan your interactions accordingly. It can make the difference between a pleasant "yes" and an irrevocable "no!" If you anticipate problems with solutions, you become indispensable.
8. Be a role model
Project the highest ethical standards and radiate positive energy. Maintain a balanced demeanor and approach each crisis (real or imagined) with a rational style. Your boss often needs a sounding board and you can be a valued voice of reason and calm when issues emerge.
9. Package your information well
Some TOTs can be frustrating when they're inattentive or unavailable. It can seem like a form of corporate ADD, or as I call it, BADD (boss attention deficit disorder). BADD bosses can't focus on important tasks and allow e-mails, text messages, phones and people to interrupt their (and your) flow.
Make sure you understand your boss's ideal communication method, package your work in an appealing way and make your presentations engaging and interactive. Make it irresistible for your boss to find out about your projects.
10. Set boundaries
Let bosses know privately when they've gone over the line, but do so diplomatically. Keep the conversation focused on your work product. If your manager is intentionally malicious, that's another matter that requires more serious action. If, after repeated efforts for cooperation (such as with a bully boss and unsupportive management), you may be best off looking elsewhere. You have to determine how much strife you can handle.
Do you ever think your boss behaves like a child going through the "terrible twos," throwing tantrums or reverting to a little lost lamb when in over his or her head?
I call this regression "Terrible Office Tyrant" (TOT) behavior. TOTs can act like schoolyard bullies afraid to reveal the slightest incompetence, or like helpless children. They can be fickle, stubborn or needy or have irrational fears. And they can consume your workday, not to mention wreak havoc on productivity and profits.
A bad economy, workplace pressures and stress can trigger the many striking similarities between bad bosses and terrible tykes. We're all human, and behind a boss's professional facade is often a grown kid who can't handle his or her power.
When your boss slips into any of the 10 classic TOT behaviors, including the "bratty" type (overly demanding, stubborn, self-centered or tantrum-throwing) or the "little lost lamb" variety (fickle or overly fearful), you can use proven parental techniques and actually thrive in your job. By seeing the childlike motives behind a boss's (or co-worker's) actions, you can better manage even the most difficult situations.
Use C.A.L.M.
The top four tips to keeping your office from being a corporate playpen are best described by the acronym C.A.L.M.: communicate, anticipate, laugh and manage up:
1. Communicate
Communicate frequently, openly and honestly. Savvy TOT-tamers take the initiative to establish an open dialogue. At work, stay aligned with your boss's objectives rather than focusing on your pet projects, so that your work remains consistent with what's most critical to management.
By bravely opening the dialogue, you'll also avoid misunderstandings with co-workers; other factors may be contributing to an ignored e-mail or seemingly unfriendly response, such as a tight deadline or pressure from the boss.
2. Anticipate
Be alert for problems and prepared with solutions. Offer answers to emerging issues; don't add to the pile of problems if you want to avoid triggering bad behavior. Your boss wants to delegate as much as possible -- as long as you make the process worry-free. Know when to stay away if you expect a tantrum is coming down the hall.
3. Laugh
Use humor, or what I call "the great diffuser" of tension, to break down interpersonal logjams. Laughter helps create bonds and reminds us of our larger purpose: to work together with upbeat, constructive energy. We can and should be able to accomplish great things as a team at work, while having some fun. Take the initiative to do this and watch the seething subside.
4. Manage up
Let yourself shine by being a problem-solver and collaborator. You can be a beacon of positive energy for your boss, co-workers and team. Part of managing up also means setting limits to bad behavior. Oftentimes TOTs are unaware of the effect of their actions. You can influence these actions, and your skills will be transferable to any job.
Advanced TOT-taming tips
Here are some specifics on how to tame your TOT and humanize your workplace. Try these time-honored "parenting" techniques:
5. Don't fight fire with fire
If your TOT is tantrum- or bully-prone, mirroring his childish behavior is a downward spiral. Avoid the temptation to win the battle and lose the war. Instead, calmly and concisely tell your boss how his or her actions affected you. Keep a matter-of-fact tone and be factual. Use "I" statements rather than "you" to avoid an accusatory demeanor.
6. Use positive and negative reinforcement
When bosses set aside their worst TOT traits, respond with gratitude and comment on how it inspires you to do your best. Praising positive actions is a powerful way to foster better behavior. Over time, your boss will link the better management style with positive employee morale and results. Remember, if there's something in it for your boss, you can effect change.
7. Know your timing
Timing can be everything, with a child or an office tyrant. Learn the best times of day to approach your boss. Study his or her patterns, mood swings and hot buttons and plan your interactions accordingly. It can make the difference between a pleasant "yes" and an irrevocable "no!" If you anticipate problems with solutions, you become indispensable.
8. Be a role model
Project the highest ethical standards and radiate positive energy. Maintain a balanced demeanor and approach each crisis (real or imagined) with a rational style. Your boss often needs a sounding board and you can be a valued voice of reason and calm when issues emerge.
9. Package your information well
Some TOTs can be frustrating when they're inattentive or unavailable. It can seem like a form of corporate ADD, or as I call it, BADD (boss attention deficit disorder). BADD bosses can't focus on important tasks and allow e-mails, text messages, phones and people to interrupt their (and your) flow.
Make sure you understand your boss's ideal communication method, package your work in an appealing way and make your presentations engaging and interactive. Make it irresistible for your boss to find out about your projects.
10. Set boundaries
Let bosses know privately when they've gone over the line, but do so diplomatically. Keep the conversation focused on your work product. If your manager is intentionally malicious, that's another matter that requires more serious action. If, after repeated efforts for cooperation (such as with a bully boss and unsupportive management), you may be best off looking elsewhere. You have to determine how much strife you can handle.
The Importance of Internships
Internship jamani, internship, wapeni vijana nafasi ya internship makazini kwenu, ni muhimu sana. cha kushangaza vijana wengi wanapata shida sana wanapokuwa wanatafuta nafasi hizi, kwa nini lakini? Kwanza ni free labor kampuni inapata, kwa nini msiwape nafasi ya kujifunza? Ni vizuri tukawafundisha watu wetu kazi ili kuwe na vijana wengi wenye uwezo wa kumudu kazi. We unafikiri hii ni sawa kuwanyima watu nafasi za Internship? Ingewezekana kila kampuni iwe imejiwekea utaratibu kwa mwaka kwa ajili ya kuajiri vijana kadhaa kwa ajili ya intership program.
Internships are known for giving students the opportunity to apply their knowledge in real world environments. At the same time, they will also develop skills which will help them perform better at their jobs.
Internships greatly increase the chances that a student will gain full time employment after graduation. In this article, we will look at internships, and how they can assist students in performing well at their jobs.
One problem commonly cited by employers is that many graduates do not have the practical skills necessary to excel in the job market. They also feel that the professionalism of students is less than it should be. Even though there are a large number of theories on how to encourage employees and increase profits, it is apparent that enhanced levels of education are not enough to prepare students for a real world environment. Being able to improve these weaknesses will make graduates much more effective in their careers.
By using internships, students are provided with experience that will make them stronger. In addition to this, their work ethic will increase, and they will be confident in their abilities. Internships will also allow students to learn about time management, discipline, and effective communication skills. In the business world, critical thinking skills are very important. Graduates must be able to make quick decisions which are based on logic. Internships will teach students how to excel in a large number of different organizations and industries. When students use internships, they will bring benefits to themselves as well as their employers.
Because many employers feel that some students lack the practical experience to excel in the real world, internships have become more important than ever before. Those who choose to participate in internships will be granted credits towards their graduation by many colleges. There are a variety of different companies which offer internships to students. These include corporations, non-profit organizations, and other institutions. When looking at internships, it is important to understand what employers want. A number of studies have shown that there are six attributes that employers are looking for.
These attributes are motivation, leadership, oral communication skills, experience, and interpersonal skills. There are a number of employees who naturally have these skills. However, it should be noted that most employees don't have these traits, and they must be taught. When students go through mentoring programs, they must learn to problem solve and communicate effectively. In addition to this, it is also important to know how to use different forms of media and technology. When looking at the effectiveness of internships, it is also crucial to look at case studies.
Source: http://www.exforsys.com/career-center/internship-tips/the-importance-of-internships.html
Internships are known for giving students the opportunity to apply their knowledge in real world environments. At the same time, they will also develop skills which will help them perform better at their jobs.
Internships greatly increase the chances that a student will gain full time employment after graduation. In this article, we will look at internships, and how they can assist students in performing well at their jobs.
One problem commonly cited by employers is that many graduates do not have the practical skills necessary to excel in the job market. They also feel that the professionalism of students is less than it should be. Even though there are a large number of theories on how to encourage employees and increase profits, it is apparent that enhanced levels of education are not enough to prepare students for a real world environment. Being able to improve these weaknesses will make graduates much more effective in their careers.
By using internships, students are provided with experience that will make them stronger. In addition to this, their work ethic will increase, and they will be confident in their abilities. Internships will also allow students to learn about time management, discipline, and effective communication skills. In the business world, critical thinking skills are very important. Graduates must be able to make quick decisions which are based on logic. Internships will teach students how to excel in a large number of different organizations and industries. When students use internships, they will bring benefits to themselves as well as their employers.
Because many employers feel that some students lack the practical experience to excel in the real world, internships have become more important than ever before. Those who choose to participate in internships will be granted credits towards their graduation by many colleges. There are a variety of different companies which offer internships to students. These include corporations, non-profit organizations, and other institutions. When looking at internships, it is important to understand what employers want. A number of studies have shown that there are six attributes that employers are looking for.
These attributes are motivation, leadership, oral communication skills, experience, and interpersonal skills. There are a number of employees who naturally have these skills. However, it should be noted that most employees don't have these traits, and they must be taught. When students go through mentoring programs, they must learn to problem solve and communicate effectively. In addition to this, it is also important to know how to use different forms of media and technology. When looking at the effectiveness of internships, it is also crucial to look at case studies.
Source: http://www.exforsys.com/career-center/internship-tips/the-importance-of-internships.html
Tuesday, April 6, 2010
Vacancy at TLS (SAJEA Project)
Deputy Director Position
For the Program Support Office of the Strengthening Access to Justice in Eastern Africa (SAJEA) Program
Background:
The Canadian Bar Association (CBA) and the law societies of East Africa (Kenya, Tanzania, Uganda) are implementing phase 1 a CIDA funded program: Strengthening Access to Justice in Eastern Africa Program (SAJEA). The SAJEA Program brings together key legal sector stakeholders, including judges, government and civil society organizations to work together collaboratively to advance access to justice nationally and regionally.
The CBA has established a Program Support Office (PSO) in Dar es Salaam, Tanzania hosted by the Tanganyika Law Society. The PSO provides ongoing technical assistance to the National Working Groups (NWGs), comprised of key stakeholders in each country, and the Regional Advisory Group (RAG) established under the Program to facilitate and support the collaboration and coordination of key stakeholders in legal reform initiatives under this Program. This includes supporting the stakeholders in the implementation of their work plans for the program and institutional capacity development, sharing best practices on access to justice initiatives from the programming countries, Canada and internationally, and assisting with program reporting and monitoring. The PSO will facilitate the linkages among the Canadian Advisory Committee, the RAG and NWGs; with the sector-wide legal reform programmes; with other development partners; and, legal development projects. Additionally, the PSO will provide limited secretariat support for the RAG and NWGs to assist with the organization of meetings, trainings, activities. Please see www.cba.org/SAJEA/ for more information on the Program.
Responsibilities:
The Deputy Director will be employed under the auspices of the Tanganyika Law Society and will work closely with and report to the SAJEA Regional Director (Canadian lawyer) to:
• support and work with the NWGs, RAG and Program partners
• Attend meetings of the NWGs and RAG and provide substantive and logistical support as required
• Assist the NWGs in the development, coordination and implementation of their initiatives, and substantive issues
• Assist in the implementation of program activities: forums, trainings, workshops, etc. as necessary
• Monitor legislation and law reform initiatives in Ethiopia, Kenya, Tanzania and Uganda
• Share substantive knowledge of legal reform and access to justice
• Develop and maintain effective contacts within key legal sector institutions and stakeholders
• Provide logistical support to visiting Canadian technical resource personnel
• Assist in the preparation of reports
• Assist in the preparation of communication materials to the stakeholders, CIDA, public
• Assist with monitoring outcome of Program activities, initiatives and advise on follow-up responses
• Assist the Regional Director in any other duties as assigned
Qualifications:
Minimum Education Requirements
• LLB or JD degree from an accredited university
Minimum Experience Requirements
• Minimum of 3 years of relevant work experience
• Experience in public or private sector legal practice, or related experience, in Kenya, Tanzania or Uganda
• Experience working with legal sector institutions, including civil society organizations
• Research and policy experience
Desirable Experience Requirements
• Experience with legal sector reform
• Experience working and effecting change in an institutional context
• Demonstrated knowledge and experience in access to justice issues
• Experience with donor-funded programs, program management and budget oversight
• Experience in government or NGO advocacy
Skills, Knowledge and Abilities
• Knowledge of government legislative and policy-making processes
• Strong knowledge of the East Africa region required
• Professional level oral and written English communication skills required.
• Knowledge of local languages an advantage
• High level of professionalism and attention to detail
• Diplomacy, tact, political acumen
• Ability to work with and represent the Program with national partners at the highest levels
• Understanding of personal computers and related software applications, in particular e-mail, word processing, database and spreadsheet software (MS Office)
• Ability to articulate the Program’s vision
• Creativity, innovativeness and flexibility
• Cultural sensitivity
• Ability to work under pressure as circumstances dictate
Availability for weekend meetings and flexible hours as necessary
• Ability to travel to the programming countries (Ethiopia, Kenya, Tanzania, Uganda).
The Deputy Director will be based out of the PSO, in Dar es Salaam, Tanzania. This position is a one year contract with possibility of extension subject to funding. Salary will be commensurate with experience.
Please send cover letter, detailed cv, writing sample and references to:
Strengthening Access to Justice in Eastern Africa (SAJEA)
Program Support Office (PSO)
c/o Tanganyika Law Society Plot 299 Ada Estate,P.O. Box 2148, Dar es Salaam, Tanzania
Tel: (255 22) 266 4254 Fax: (255 22) 266 4253
E-mail: sajeapso@gmail.comAttention: Ms Jennifer Khor, Regional Director
Preference is for applications to be sent by e-mail. Applications MUST be RECEIVED by April 22, 2010, 5:00 pm.
For the Program Support Office of the Strengthening Access to Justice in Eastern Africa (SAJEA) Program
Background:
The Canadian Bar Association (CBA) and the law societies of East Africa (Kenya, Tanzania, Uganda) are implementing phase 1 a CIDA funded program: Strengthening Access to Justice in Eastern Africa Program (SAJEA). The SAJEA Program brings together key legal sector stakeholders, including judges, government and civil society organizations to work together collaboratively to advance access to justice nationally and regionally.
The CBA has established a Program Support Office (PSO) in Dar es Salaam, Tanzania hosted by the Tanganyika Law Society. The PSO provides ongoing technical assistance to the National Working Groups (NWGs), comprised of key stakeholders in each country, and the Regional Advisory Group (RAG) established under the Program to facilitate and support the collaboration and coordination of key stakeholders in legal reform initiatives under this Program. This includes supporting the stakeholders in the implementation of their work plans for the program and institutional capacity development, sharing best practices on access to justice initiatives from the programming countries, Canada and internationally, and assisting with program reporting and monitoring. The PSO will facilitate the linkages among the Canadian Advisory Committee, the RAG and NWGs; with the sector-wide legal reform programmes; with other development partners; and, legal development projects. Additionally, the PSO will provide limited secretariat support for the RAG and NWGs to assist with the organization of meetings, trainings, activities. Please see www.cba.org/SAJEA/ for more information on the Program.
Responsibilities:
The Deputy Director will be employed under the auspices of the Tanganyika Law Society and will work closely with and report to the SAJEA Regional Director (Canadian lawyer) to:
• support and work with the NWGs, RAG and Program partners
• Attend meetings of the NWGs and RAG and provide substantive and logistical support as required
• Assist the NWGs in the development, coordination and implementation of their initiatives, and substantive issues
• Assist in the implementation of program activities: forums, trainings, workshops, etc. as necessary
• Monitor legislation and law reform initiatives in Ethiopia, Kenya, Tanzania and Uganda
• Share substantive knowledge of legal reform and access to justice
• Develop and maintain effective contacts within key legal sector institutions and stakeholders
• Provide logistical support to visiting Canadian technical resource personnel
• Assist in the preparation of reports
• Assist in the preparation of communication materials to the stakeholders, CIDA, public
• Assist with monitoring outcome of Program activities, initiatives and advise on follow-up responses
• Assist the Regional Director in any other duties as assigned
Qualifications:
Minimum Education Requirements
• LLB or JD degree from an accredited university
Minimum Experience Requirements
• Minimum of 3 years of relevant work experience
• Experience in public or private sector legal practice, or related experience, in Kenya, Tanzania or Uganda
• Experience working with legal sector institutions, including civil society organizations
• Research and policy experience
Desirable Experience Requirements
• Experience with legal sector reform
• Experience working and effecting change in an institutional context
• Demonstrated knowledge and experience in access to justice issues
• Experience with donor-funded programs, program management and budget oversight
• Experience in government or NGO advocacy
Skills, Knowledge and Abilities
• Knowledge of government legislative and policy-making processes
• Strong knowledge of the East Africa region required
• Professional level oral and written English communication skills required.
• Knowledge of local languages an advantage
• High level of professionalism and attention to detail
• Diplomacy, tact, political acumen
• Ability to work with and represent the Program with national partners at the highest levels
• Understanding of personal computers and related software applications, in particular e-mail, word processing, database and spreadsheet software (MS Office)
• Ability to articulate the Program’s vision
• Creativity, innovativeness and flexibility
• Cultural sensitivity
• Ability to work under pressure as circumstances dictate
Availability for weekend meetings and flexible hours as necessary
• Ability to travel to the programming countries (Ethiopia, Kenya, Tanzania, Uganda).
The Deputy Director will be based out of the PSO, in Dar es Salaam, Tanzania. This position is a one year contract with possibility of extension subject to funding. Salary will be commensurate with experience.
Please send cover letter, detailed cv, writing sample and references to:
Strengthening Access to Justice in Eastern Africa (SAJEA)
Program Support Office (PSO)
c/o Tanganyika Law Society Plot 299 Ada Estate,P.O. Box 2148, Dar es Salaam, Tanzania
Tel: (255 22) 266 4254 Fax: (255 22) 266 4253
E-mail: sajeapso@gmail.comAttention: Ms Jennifer Khor, Regional Director
Preference is for applications to be sent by e-mail. Applications MUST be RECEIVED by April 22, 2010, 5:00 pm.
Mambo ya Pasaka kwa Obama
First family at the White House's annual Easter Egg Roll, which means one thing: PARTY! Entertainment
Rais akielekea kwenye tukio na secretary wake
Mama naye akiingia na binti yake sasha
mabinti wa obama wakiwakilisha- Haka kakubwa kanakua hako, na ni karembo sana lol!
mother and daughter happy moment!
The ever "humble" Obama playing with kids
Monday, April 5, 2010
The Importance of Self-discipline
Hii article nimeitoa hubpages.com ikiwa ni original work ya Napoleon Hill "Think & Grow Rich" Part 6 - SELF-DISCIPLINE na nikaona ina mambo ya muhimu sana kwa mtu yeyote anayetaka ku-achieve success fulani kwenye maisha, iwe kazini, kwenye biashara au hata shuleni. Ni self discpline, yani ile namna ya kujipangia na kutekeleza shughuli zako bila kusimamiwa na mtu au sheria. Hasa makazini hii ni muhimu sana maana you always stand out of the crowd kwa kuwa everything you do is planned.
Self-discipline is hard work. People who get the job done, even when the job is unpleasant, have developed a mental toughness that comes from practice, patience, and the ability to see beyond the immediate task.
Self-Discipline in Your Personal Life
Self-discipline involves doing what needs to be done rather than what you would like to do. Here are some guidelines.
1. Take responsibility for yourself. You are responsible for managing your own life. You alone have the power to fulfill those goals you have set for yourself. Take responsibility for meeting those goals by taking action.
2. Review your priorities. Even highly disciplined persons find it easy to get off track. If you don't know where you're going, it doesn't matter what route you take or when you get there. Periodic review of your priorities will keep you focused.
3. Start small. If many areas of your life seem chaotic or unmanageable, then start working on one area and ignore the others for now.
The key is to get started! Once you start, you'll develop momentum, and the task won't seem so hard.
4. Reward yourself. Discipline should not be drudgery. After tackling an especially difficult task, reward yourself. Even an anticipated brief break from an unpleasant chore can provide the proverbial carrot on the stick to press on.
Discipline on the Job
Here are guidelines for self-discipline to make your organization or business successful.
1. Set an example. Business owners and managers cannot expect their employees to practice self-discipline if they don't set an example. Moreover, disciplined employees inspire one another to be their best.
2. Focus on specific goals. The key to self-discipline is being able to defer your gratification from the present to the future. The best gratification comes when you realize your goals.
3. Identify time-wasters. Some examples of time-wasters include not organizing your telephone time (when you return calls, when you make calls), giving in to distractions (visitors, getting coffee, etc.), and attending poorly organized, unproductive meetings. Also, look for ways to reduce paperwork.
4. Work smart. Some strategies for working smart include:
• Planning ahead.
• Organizing projects into manageable segments.
• Scheduling demanding work at peak performance times
Exercising self-discipline is the key to achieving your personal and professional goals.
Success map
Sometimes discipline is easier if it is structured around a system. Try one of the following systems to achieve your goals and master improvements.
1. Purchase a notebook and incorporate the exercise sheets from this book; organize with tabs/dividers in the notebook. You will need a section for the following things:
• Calendar.
• To-do lists (one for personal, one for professional).
• Ideas and goals.
• Wish list.
• Phone numbers/addresses.
2. Another option is a programmed time-management system, e.g., calendar, daily to-dos. Personalize this system, too, by adding your personal affirmation statements, goals, and visual reminders. This system will serve as a motivator to keep you on track, on time, and focused on success daily.
3. Computer software is now available to help with time man agement. If computer work is part of your daily routine, this might be an important aid to discipline. However, be careful. It is also easy to waste time on computers.
Self-discipline is hard work. People who get the job done, even when the job is unpleasant, have developed a mental toughness that comes from practice, patience, and the ability to see beyond the immediate task.
Self-Discipline in Your Personal Life
Self-discipline involves doing what needs to be done rather than what you would like to do. Here are some guidelines.
1. Take responsibility for yourself. You are responsible for managing your own life. You alone have the power to fulfill those goals you have set for yourself. Take responsibility for meeting those goals by taking action.
2. Review your priorities. Even highly disciplined persons find it easy to get off track. If you don't know where you're going, it doesn't matter what route you take or when you get there. Periodic review of your priorities will keep you focused.
3. Start small. If many areas of your life seem chaotic or unmanageable, then start working on one area and ignore the others for now.
The key is to get started! Once you start, you'll develop momentum, and the task won't seem so hard.
4. Reward yourself. Discipline should not be drudgery. After tackling an especially difficult task, reward yourself. Even an anticipated brief break from an unpleasant chore can provide the proverbial carrot on the stick to press on.
Discipline on the Job
Here are guidelines for self-discipline to make your organization or business successful.
1. Set an example. Business owners and managers cannot expect their employees to practice self-discipline if they don't set an example. Moreover, disciplined employees inspire one another to be their best.
2. Focus on specific goals. The key to self-discipline is being able to defer your gratification from the present to the future. The best gratification comes when you realize your goals.
3. Identify time-wasters. Some examples of time-wasters include not organizing your telephone time (when you return calls, when you make calls), giving in to distractions (visitors, getting coffee, etc.), and attending poorly organized, unproductive meetings. Also, look for ways to reduce paperwork.
4. Work smart. Some strategies for working smart include:
• Planning ahead.
• Organizing projects into manageable segments.
• Scheduling demanding work at peak performance times
Exercising self-discipline is the key to achieving your personal and professional goals.
Success map
Sometimes discipline is easier if it is structured around a system. Try one of the following systems to achieve your goals and master improvements.
1. Purchase a notebook and incorporate the exercise sheets from this book; organize with tabs/dividers in the notebook. You will need a section for the following things:
• Calendar.
• To-do lists (one for personal, one for professional).
• Ideas and goals.
• Wish list.
• Phone numbers/addresses.
2. Another option is a programmed time-management system, e.g., calendar, daily to-dos. Personalize this system, too, by adding your personal affirmation statements, goals, and visual reminders. This system will serve as a motivator to keep you on track, on time, and focused on success daily.
3. Computer software is now available to help with time man agement. If computer work is part of your daily routine, this might be an important aid to discipline. However, be careful. It is also easy to waste time on computers.
Thursday, April 1, 2010
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