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KENYA`S FIRST EDUCATIONAL MAGAZINE<br />
<strong>Scholar</strong><br />
<strong>Magazine</strong><br />
www.scholar.co.ke<br />
FREE COPY<br />
February- March <strong>2017</strong><br />
Education Reviews<br />
EDUCATION CS<br />
Dr. Fred Matiang`i
KENYA`S FIRST EDUCATIONAL MAGAZINE<br />
FREE COPY<br />
CONTENTS<br />
Finance & Money<br />
The Top Money Mistakes<br />
Kenyan Professionals<br />
Make And How To Avoid<br />
Them<br />
Kenyan Education<br />
CS - Matiang`i on higher<br />
Education Reviews<br />
Editorial Team<br />
<strong>Scholar</strong><br />
<strong>Magazine</strong><br />
KENYA`S FIRST EDUCATIONAL MAGAZINE<br />
PUBLISHER<br />
The <strong>Scholar</strong> Advertiser Limited<br />
P.O Box 7053 - 00200,<br />
Nairobi<br />
Tel: +254 722 972 488<br />
Email: info@thescholarmag.co.ke<br />
EDITORIAL CONSULTANTS<br />
Xavier Omulanya<br />
DESIGN AND LAYOUT<br />
FREE COPY<br />
Empire Solutions<br />
EDITOR<br />
CAREER ADVICE<br />
My 10 Best Pieces of<br />
Career Advice for<br />
College Graduates<br />
Nyang`ute Nyabwanga<br />
ASSOCIATE EDITOR<br />
Peninnah Kerubo<br />
ADMINISTRATION<br />
Dominic Nyang`ute<br />
Jackson Mwalulu<br />
Esther Mwaura<br />
CAREER ADVICE<br />
New Study to boost antibiotic<br />
treatment<br />
CONTRIBUTORS<br />
Dr. Fredrick Ogolla<br />
Immaculate Akello<br />
Robert Burale<br />
Aggrey Ombati<br />
UNIVERSITY REVIEW<br />
List of Chartered<br />
Universities in<br />
Kenya<br />
<strong>Scholar</strong><br />
is published by the The <strong>Scholar</strong> Advertiser<br />
<strong>Magazine</strong><br />
Limited,Corner House, Kimathi Street, Nairobi.<br />
P.O Box 7057 - 00200, City Square, Nairobi Kenya<br />
© All rights reserved. Reproduction in whole<br />
or in part without written permission is strictly<br />
prohibited.<br />
February - March l Issue<br />
// The scholar magazine
EDITOR`S NOTE<br />
Role of media in education<br />
From the Editor’s desk<br />
4<br />
Dominic N. Nyang`ute<br />
Founder SZCWC- mTWAPA<br />
Book is the best source<br />
of education. A lot of<br />
material of formal and<br />
informal education is<br />
available in the books<br />
Follow us on:<br />
The <strong>Scholar</strong><br />
February - March Issue<br />
@The<strong>Scholar</strong>Ke<br />
// The scholar magazine<br />
edia may refer to communications. Communication<br />
tools used to store and deliver information or data.<br />
MPrint Media Newspapers, <strong>Magazine</strong>s, Books and other printed<br />
material, Electronic Media Radio, Television, Internet, Cinema etc.<br />
Media is everywhere, it has become a part of our daily life. The<br />
media play a dominant role in the learning process. Media has<br />
potential to shape personalities, change the way we perceive and<br />
understand the world and our immediate reality.<br />
Also the role of Print Media in the process of education is of special<br />
importance. Print Media like Newspapers, Journals and <strong>Magazine</strong>s<br />
are the basic oldest channels of communication between one<br />
source to other. Print Media are being printed in every regional<br />
language to facilitate, the readers to get information and<br />
knowledge in ones own mother tongue.<br />
Newspapers:<br />
Through newspapers, we can get news,<br />
information and we can learn our National Language and English<br />
Newspapers are very helpful to learn the English Language.<br />
Newspapers was the best way of learning before Independence,<br />
and creating public opinion in the time of Sir Syed Ahmad Khan<br />
Journals:<br />
Journals are magazines which publish on the daily bases. The<br />
journal of educational change in an international, professionally<br />
referred, state of the art scholarly journals, reflecting the most<br />
important ideas and evidence of educational change.<br />
The journal of educational change welcomes and supports<br />
contributions from a range of disciplines, including history,<br />
psychology, political science, sociology, anthropology,<br />
philosophy and administration and organizational theory and<br />
from a broad spectrum of methodologies including quantitative<br />
and qualitative research and conceptual developments.<br />
Through magazines, we can learn by articles, features, interviews,<br />
short stories, and we can get very nice literature by magazines.<br />
Different types of magazines having different and versatile<br />
knowledge of over all the world.<br />
8. Book is the best source of education. A lot of material of formal<br />
and informal education is available in the books. Mostly students<br />
depend upon this medium to learn the education. In spite of<br />
modern technology, still this medium is popular for the learning.<br />
9. First of all, Role of Radio in the Educational Process Radio is also<br />
playing a important role in education. Talk shows about politics,<br />
finance and other programmes are the source of informal<br />
education. Many Personalities,<strong>Scholar</strong>s,Professionalists come in<br />
radio as a chief guest, by live calls, we take a lot of information and<br />
learned by this way.<br />
10. Community Radio System: Community Radio System have<br />
made for education. Radio has now started to enter into the<br />
education sector with the name of community radio system. The<br />
term community radio signifies radio broadcasting with the<br />
objectives of serving the community by involving members of the<br />
community. It will help the students to hone their public speaking<br />
skill.
Education CS Dr. Fred O. Matiangi<br />
We want accurate,<br />
reliable and timely<br />
data to run the sector<br />
EDUCATION<br />
Kenya: Education CS Fred<br />
Matiang'i Says Schools Auditing<br />
System a Great Let-Down<br />
Education Cabinet Secretary<br />
Fred Matiang'i has described<br />
the auditing system used in<br />
Kenyan schools as a "big joke" and<br />
a great let-down and accused<br />
auditors of colluding with<br />
headteachers to give favourable<br />
reports even when money has<br />
been lost.<br />
At the same time, Dr Matiang'i<br />
decried the inappropriate use of<br />
free learning cash and the<br />
distribution of government-funded<br />
books in schools.<br />
Speaking to education officials in<br />
Kisumu on Tuesday, Dr Matiang'i<br />
also said the system of assessing<br />
the performance of teachers was<br />
still substandard and should be<br />
addressed.<br />
A combative Dr Matiang'i said time<br />
had come for ministry officials to<br />
"get to work and stop complaining".<br />
"Let me say it today here: Our<br />
school auditing system is a great<br />
let-down and a big joke.<br />
"The stories of auditors colluding<br />
with headteachers to give<br />
favourable reports when our<br />
money is lost should come to an<br />
end.<br />
"I will make sure that I put my feet on<br />
the ground and take serious<br />
action," Dr Matiang'i told the<br />
education officials.<br />
The Education CS was<br />
speaking at Tom Mboya<br />
Labour College, where the<br />
Teachers Service Commission<br />
(TSC), the Kenya National<br />
Examinations Council, the<br />
Kenya Institute of Curriculum<br />
Development, the county and<br />
TSC directors of Education, the<br />
National Education Board, as<br />
well as secondar y and<br />
primary school heads had<br />
gathered for the two-day<br />
retreat.<br />
HEADTEACHER PUT TO TASK<br />
Dr Matiang'i, who has swept<br />
the education sector by storm,<br />
had earlier visited Pandpieri<br />
Primary School in the outskirts<br />
of the lakeside city where he<br />
took the headteacher to task<br />
over books and latrines.<br />
"I have never understood how<br />
we distribute books in the<br />
schools. We budget a lot of<br />
money, but two-thirds of the<br />
schools I have visited since I<br />
came here have no books,"<br />
he said.<br />
On data management, Dr<br />
Matiang'i said that information<br />
on how teachers were<br />
performing as well as how they<br />
were assessed was still below<br />
par.<br />
Continued Page 7<br />
February - March l Issue<br />
// The scholar magazine<br />
5
CAREER ADVICE<br />
Think of your career<br />
as a series of<br />
experiences.<br />
My 10 Best Pieces of<br />
Career Advice for<br />
College Graduates<br />
iving advice to college graduates is extremely<br />
important to me because I was one of them<br />
Gand even though the economy was better<br />
back in 2006, it took me eight months to find a<br />
marketing job. I succeeded because I started six<br />
months before graduation, collected eight internships,<br />
seven leadership positions on campus and graduated<br />
with honors. I failed because I didn’t know how to build<br />
and leverage relationships. Either way, I learned a lot<br />
about what it takes to build a successful career over the<br />
years. Good career choices are extremely important<br />
early in your career because you can set yourself up for<br />
success later on. Even though you might end up in a<br />
completely different career, the skills you acquire and<br />
the people you meet, are what will open the doors for<br />
you. I dedicate this post to the class of 2013, a group of<br />
optimistic millennials who have a lot to offer to the world!<br />
The job market is still tough for more graduates, unless<br />
you’re an in-demand engineer or accountant. Twothirds<br />
of college students have debt and 39 percent live<br />
with their parents. In 2012, 284,000 students graduated<br />
into minimum wage jobs, according to the Wall Street<br />
Journal. Companies only expect to hire 2.1 percent<br />
more graduates this year than they did in 2012 and 66<br />
percent of recruiters believe that college graduates<br />
aren’t prepared for the working world. Although there<br />
are clear obstacles to finding work, there are also a lot of<br />
big opportunities that students can take advantage of.<br />
The following are ten things that new graduates should<br />
do to get ahead in their careers. Of course, older<br />
generations can benefit from these too.<br />
Continued Page 8<br />
February - March Issue<br />
// The scholar magazine
Kenya: Education CS Fred Matiang'i Says Schools Auditing<br />
System a Great Let-Down<br />
On data management, Dr Matiang'i said that information on how<br />
teachers were performing as well as how they were assessed was<br />
still below par.<br />
"The way we are managing data on teachers and education in<br />
general is very bad.<br />
"We want accurate, reliable and timely data to run the sector," he<br />
said.<br />
He added: "In some schools, some headteachers have hired<br />
people to teach for them and are busy campaigning to become<br />
MCAs.<br />
"When I ask the county director of such a place and he says he<br />
doesn't know, you ask, who should?"<br />
CORRUPT HEAD TEACHERS<br />
Dr Matiang'i also reiterated a message by the TSC Chief Executive<br />
Nancy Macharia who on Monday said that failure by the Ministry<br />
of Education to provide audit reports had led to corrupt<br />
headteachers getting off the hook.<br />
On Monday, Ms Macharia said: "Sometimes we are forced to<br />
transfer a headteacher who is not doing their work, because when<br />
we take them to court without detailed audit reports, we cannot<br />
prove anything and we use a lot of money in courts.<br />
"Let us imagine what a situation will be when the TSC gets access<br />
to the audit reports run by the ministry to discipline teachers. That<br />
way we won't have to transfer incompetent head teachers to<br />
other schools to eat again.”<br />
EDUCATION<br />
The CS directed the formation of what<br />
he called the joint county education<br />
coordination framework that will<br />
comprise of TSC, ministry and quality<br />
assurance officials from each county.<br />
He also announced that he will<br />
personally run observation reports of<br />
teachers' performance from his office.<br />
"At the end of every term, I want only<br />
47 reports that have been signed by<br />
all these people. We no longer want<br />
the agencies working as if they are<br />
different," said Dr Matiang'i.<br />
by. The <strong>Scholar</strong> Team<br />
The CS directed the formation of what he called the joint county<br />
education coordination framework that will comprise of TSC,<br />
ministry and quality assurance officials from each county.<br />
February - March l Issue<br />
// The scholar magazine<br />
7
8<br />
CAREER ADVICE<br />
1. Think of your career as a series of<br />
experiences. The most optimistic and<br />
intelligent way to look at your career<br />
isn’t how long you stay with one<br />
employer or that you focus on what<br />
you majored in at college. You need<br />
to collect experiences throughout<br />
your careers, whether that be with five<br />
employers or ten, with one business<br />
function or five or in one country or<br />
three. The idea is that you need to be<br />
a lifelong learner if you want to make<br />
an impact, succeed and feel<br />
accomplished. The experiences you<br />
have expand your world view, give<br />
you new perspectives and make you<br />
a more interesting person.<br />
2. Don’t settle for a job you’re not<br />
passionate about. A lot of people are<br />
pushing college graduates to just get<br />
a job to pay the bills and that isn’t the<br />
greatest advice because research<br />
shows that you won’t last long there if<br />
you do. Furthermore, no smart<br />
company is going to have someone<br />
who is only there to make money<br />
because there’s always someone<br />
else who wants it more. When you’re<br />
passionate about your job, you’re<br />
excited, you work longer hours and<br />
end up accomplishing much more.<br />
Life is too short to settle for a career<br />
that you hate!<br />
3. Focus on making a big impact<br />
immediately. The quicker you make<br />
an impact in a company the more<br />
attention and support you will get.<br />
Millennials understand this well<br />
because they won’t want to wait five<br />
years to get on a project where they<br />
can make this type of impact. Starting<br />
on day one, you have to learn as<br />
much as possible and start mastering<br />
your job so you can latch on to the<br />
bigger projects faster and prove<br />
yourself. By doing this, you will explode<br />
your career and become more<br />
valuable in your company, which will<br />
increase your pay, title and you’ll get<br />
to work on better projects.<br />
February - March Issue<br />
// The scholar magazine<br />
My 10 Best Pieces of Career Advice for<br />
College Graduates<br />
Sacrifice<br />
today<br />
to position<br />
yourself<br />
for<br />
tomorrow<br />
4. Take risks early and often in your career.<br />
One of the important lessons this economy<br />
has taught us is that not taking risks is risky.<br />
There is so much out of our control and if we<br />
just keep doing what we did yesterday, we<br />
can’t get ahead. By taking a risk, you are<br />
putting yourself in a position to learn,<br />
whether you succeed or fail. You’re also<br />
showing to your management that you’re<br />
willing to put your reputation on the line to<br />
make things happen. As we become an<br />
ever more entrepreneurial society, those<br />
that take risks, both inside and outside of the<br />
corporate walls, will become more<br />
successful.<br />
5. Spend more time with people than with<br />
your laptop. Students are plugged in and<br />
don’t understand that he strongest<br />
relationship are formed in person, not<br />
online. I constantly see students looking<br />
down at their iPhones and iPad’s instead of<br />
at people’s faces and it’s a missed<br />
opportunity. Soft skills will always become<br />
more cherished in companies so it’s<br />
important to drop your technology and<br />
actually communicate with people. People<br />
hire you, not technology and you have to<br />
remember that!<br />
6. Measure your work outcomes and build<br />
case studies. If you look at any student<br />
resume, they almost always look the same.<br />
They have the same fields (education,<br />
experience, school activities). Under their<br />
experience fields, they list a company and<br />
then general information such as<br />
“Managed XXX project”. They dress up their<br />
experience bullets so they can turn menial<br />
tasks into something more marketable. The<br />
problem is that recruiters today, and<br />
especially in the future, are looking for<br />
outcomes. They want to know the numeric<br />
impact you’re having on a company<br />
through your work, which means increasing<br />
revenue or decreasing costs. Always think<br />
about measuring your projects and keeping<br />
track of the results because that’s what’s<br />
going to help you justify promotions.
cientists at Britain’s University College<br />
London (UCL) are excited following new<br />
Sand promising studies likely to lead to new<br />
ways of developing resistance free antibiotics.<br />
The study, pioneered by Dr. Joseph Ndieyira<br />
and published in U.K based journal Nature<br />
Scientific Reports, has established that<br />
antibiotics have the ability to use brutemechanical<br />
forces to penetrate and destroy<br />
microorganisms.<br />
Antibiotics, the study finds could still kill drugresistance<br />
bacteria if they ‘push’ hard enough<br />
into bacterial cells. Dr. Ndeiyira explains that<br />
while antibiotics worked in different ways, they<br />
nevertheless needed to bind to bacterial cells<br />
as a way of killing them. “Antibiotics have ‘keys’<br />
that fit ‘locks’ on bacterial cell surfaces,<br />
allowing them to latch on. When a bacterium<br />
becomes resistant to a drug, it effectively<br />
changes the locks so the key won’t fit<br />
anymore.”<br />
According to Dr. Ndeiyira, formerly a Senior<br />
Lecturer at Jomo Kenyatta University of<br />
Agriculture and Technology, Department of<br />
Chemistry, the encouraging results revealed<br />
that certain antibiotics could still ‘force’ the<br />
lock, ‘allowing them to bind to and kill resistant<br />
bacteria because they are able to push hard<br />
enough’. A group of antibiotics were,<br />
according to the findings so strong to the<br />
extent that ‘they tore the door off its hinges,<br />
killing the bacteria instantly”<br />
The researchers used sensitive equipment to<br />
measure the mechanical forces that four<br />
different antibiotics exerted on bacterial cells.<br />
They tested bacteria that were susceptible to<br />
antibiotics and those that had developed<br />
resistance.<br />
The antibiotics all exerted similar forces on<br />
susceptible bacteria, but the forces they<br />
exerted on resistant bacteria varied<br />
significantly. The antibiotics tested included<br />
vancomycin, a powerful antibiotic used as a<br />
last resort treatment for MRSA and other<br />
infections, and Oritavancin, a modified version<br />
of vancomycin used against complex skin<br />
infections.<br />
Continued Page .......15<br />
TECHNOLOGY & INNOVATION<br />
New Study to boost antibiotic treatment<br />
The schematic representation of possible binding events occurring<br />
between antibiotics in solution and membrane bound targets. This is<br />
consistent with the picture that following the application of a lethal<br />
antibiotic dose, the insertion of drug molecules into bacterium cell<br />
wall can induce a local strain which grows as the number of reacted<br />
regions grow until a deleterious strain is generated, weakening<br />
overall mechanical strength as well as the ability for the cell to<br />
counteract high internal osmotic pressure (yielding cracks on the cell<br />
wall – yellow depression) which bacteria cannot ultimately withstand,<br />
leaving bacterium susceptible to lysis and death.” (Picture: Courtesy)<br />
MARCH <strong>2017</strong> INTAKE<br />
February - March l Issue<br />
// The scholar magazine<br />
9
STRATEGY<br />
Four Fundamental Building Blocks of Strategy Execution<br />
Dr. Fredrick Onyango Ogola ,<br />
Senior Lecturer- Strathmore University<br />
Execution is the result of<br />
thousands of decisions made<br />
every day by employees<br />
acting according to the<br />
information they have and<br />
their own self-interest.<br />
I once heard in a camping site from our scout’s instructor that<br />
whenever a fire brigade comes, the flame becomes even fiercer,<br />
and you might begin to wonder what is that they are squirting, and<br />
whether they are not by any chance pouring oil into the fire. This is<br />
the problem most corporates globally and even in Kenya seems to<br />
be currently facing. In this column, we shall reflect on the four<br />
fundamental building blocks of strategy execution.<br />
Corporate is Kenya is awash with corporate failure, Uchumi, Kenya<br />
Airways, National Bank, both Private and Public sector is touched in<br />
equal measures. All these companies do have, probably, very<br />
sound strategies but still get into trouble. Of course the issue of<br />
corporate governance comes in but a weak spot in execution be<br />
very critical as well. Remember all these companies have a great<br />
strategy, brilliant products but still fail. In that regard, we can infer<br />
that a brilliant strategy, blockbuster product, or breakthrough<br />
technology can put you on the competitive map. But only solid<br />
execution can keep you there, you have to be able to deliver on<br />
your Strategic intent.<br />
Unfortunately, the majority of companies aren’t very good at it, by<br />
their own admission. So how comes these major companies fail to<br />
execute well? I believe there is a wrong approach to what is called<br />
execution. As the Jubilee government was just about to release its<br />
scorecard, serious changes in the structure of the presidency were<br />
made. One explanation given was that due to poor delivery, the<br />
government was restructuring in order to ensure that it delivers its<br />
campaign promise before its term comes to an end. The same<br />
approach seems to be taking place even in the private sector.<br />
When Uchumi failed, what was done was to replace the CEO and<br />
reconstitute the board. This has been Uchumi’s natural response to<br />
failure for decades. Recently when national bank got into trouble,<br />
the next logical response was to reconstitute and restructure the<br />
management.<br />
What is strategy execution?<br />
One key understanding is that<br />
Execution is the result of thousands of decisions made every day by<br />
employees acting according to the information they have and<br />
their own self-interest. From my experience in Strategy execution<br />
with companies, the fundamental building blocks to strategy<br />
execution are; clarifying decision rights (Decision Rights), designing-<br />
Cont....... Page 17<br />
10<br />
February - March Issue<br />
// The scholar magazine
Finance & Money<br />
The Top Money Mistakes Kenyan Professionals<br />
Make And How To Avoid Them<br />
Guaranteeing other<br />
people’s loan without<br />
understand the<br />
repercussions<br />
Money Mistake #1.<br />
Not having a plan for your finances<br />
Too many professionals live from pay cheque to pay<br />
cheque without a well thought out plan<br />
for their finances. While you may get by, you are likely<br />
to find it difficult to achieve life’s big goals. Buying your<br />
own home may remain a dream, paying for your<br />
children’s higher education will prove difficult and<br />
when you eventually retire, you may find yourself living<br />
at a much lower standard of living than you had<br />
become accustomed to. So learn how to do a<br />
personal financial plan that anticipates and prepares<br />
for your family’s needs from today going forward.<br />
Money Mistake #2:<br />
Focusing on lifestyle instead of financial security<br />
While it's important to live a good life in the present,<br />
many professionals confuse a life of conspicuous<br />
consumption with a good quality life. There are<br />
people who own the latest in consumer electronics,<br />
furniture, wear designer clothes, eat in trendy<br />
restaurants yet have no investments.Financial security<br />
comes from ownership of investments. Even as you<br />
are enjoying your current success, make sure you are<br />
investing with the future in mind.<br />
Money Mistake #3: Not having a budget<br />
Whether you want to call it a budget or a spending<br />
plan, a written record of how you plan to spend your<br />
money helps you gain control on what can be a very<br />
slippery asset. Without a<br />
budget, it is unlikely that you would know where exactly<br />
your money goes. And if you do not know where it<br />
goes, how can you stop it from going? A little here, a<br />
little there and before you know it, it<br />
’s all gone.Your budget does not have to be<br />
complicated. You can allocate specific percentages<br />
to living expenses (housing, food,utilities etc.),<br />
financial priorities (retirement, home ownership,<br />
children’s higher education, insurance etc.) and<br />
lifestyle<br />
expenses (holidays, gifts, luxury items etc.) Once you<br />
have set the parameters, you must monitor your<br />
actual expenditure to ensure you are sticking to your<br />
rules.<br />
Money Mistake #4:<br />
Not having enough in emergency savings<br />
No matter how well you plan your life, unexpected<br />
things will happen. Having ready money will smooth<br />
out many of life’s bumps. Benjamin Franklin said that<br />
there are only three faithful friends: an old wife,<br />
an old dog and ready money. Since not<br />
everybody can conveniently have an old wife or an<br />
old dog, ready money will have to do.<br />
February - March l Issue<br />
// The scholar magazine<br />
11
UNIVERSITY REVIEW<br />
UNIVERSITY OF NAIROBI<br />
A wold-class university committed to scholarly excellence<br />
In addition to the regular and evening and<br />
weekend programmes, classes are<br />
conducted at the University's Extra Mural<br />
Centres located at the country's county<br />
headquarters.<br />
he University of Nairobi, a body corporate established<br />
under the Universities Act 2012 of the laws of Kenya and<br />
Tthe University of Nairobi Charter, is the pioneer institution<br />
of University education in Kenya and the region.<br />
The only institution of higher learning in Kenya for a long<br />
time, the University of Nairobi responded to the national,<br />
regional and Africa's high level manpower training needs<br />
by developing and evolving strong, diversified academic<br />
programmes and specializations in basic sciences,<br />
applied sciences, technology, humanities, social sciences<br />
and the arts.<br />
Through module II (continuing education) programmes,<br />
invaluable opportunity has been opened to hundreds of<br />
Kenyans and non-Kenyans, on a paying basis, who meet<br />
university admission requirements, but who have not been<br />
able to access university education due to restricted intake<br />
into the regular programmes that is determined by limited<br />
resource allocation by Government.<br />
In this effort, the location of the seven campuses of the<br />
University in the capital city and its environs and facilitating<br />
easy access, has been an asset that has seen the university<br />
increasingly become the busy hub and citadel of<br />
academic activity at all times.<br />
The university is proud of its distinguished<br />
record of achievements in teaching,<br />
research, development and consultancy<br />
while strategizing for a greater future as the<br />
centre of academic, research and<br />
professional excellence.<br />
Vision & Mission<br />
Our Vision is to be a world-class university<br />
committed to scholarly excellence.<br />
Our Mission is to provide quality university<br />
education and training and to embody the<br />
aspirations of the Kenyan people and the<br />
global community through creation,<br />
preservation, integration, transmission and<br />
utilization of knowledge.<br />
Core Values<br />
In order to realize the above vision and<br />
mission, certain shared values shall be<br />
nurtured. There is great need for the University<br />
to be guided by the right values derived from<br />
the virtues and moral standards of the Kenyan<br />
and wider society.<br />
12<br />
February - March Issue<br />
// The scholar magazine
Academics<br />
The University of Nairobi is committed to quality<br />
education through teaching, research and<br />
creative works; fostering an intellectual culture that<br />
bridges theory with practice and producing holistic<br />
graduates prepared for a life of purpose, service<br />
and leadership. We aim at providing quality<br />
University education and training and to embody<br />
the aspirations of the Kenyan people and the<br />
global community through creation, preservation,<br />
intergration, transmission and utilization of<br />
knowledge.<br />
Beyond the academics we envision graduates that<br />
have incorporated our values of freedom of<br />
thought and expression, innovativeness and<br />
creativity, good leadership and governance skills,<br />
teamwork, professionalism, admirable citizenship<br />
with social responsibility, respect and care for the<br />
environment.<br />
Undergraduate_Education<br />
Title: College of Architecture and Engineering<br />
Title: College of Agriculture and Veterinary Sciences<br />
Title: College of Biological and Physical Sciences<br />
Title: College of Health Sciences<br />
Title: College of Humanities and Social Sciences<br />
Title: College of Education and External Studies<br />
Graduate Education<br />
The University has over 10,000 postgraduate<br />
students enrolled in various programmes. The<br />
population of postgraduate students continues to<br />
increase due to the introduction of relevant and<br />
innovative programmes which meet the needs of<br />
individual students.The University offers tailor-made<br />
programmes that are demand/customer driven, in<br />
collaboration with our partners, in order to suit the<br />
needs of our society and in a broader context, our<br />
world.<br />
In the various colleges, listed below, we hope you<br />
will find information about the course you are<br />
looking for and be able to achieve your academic<br />
and career goals.<br />
College of Architecture and Engineering<br />
College of Agriculture and Veterinary Sciences<br />
College of Biological and Physical Sciences<br />
College of Health Sciences<br />
College of Humanities and Social Sciences<br />
College of Education and External Studies<br />
UNIVERSITY REVIEW<br />
PROF. MUTORO HENRY WANGUTUSI<br />
B.Ed (Hons) Geography, History and Education (UoN), M.A.<br />
Archaeology (UoN),C.Phil in Archaeology (UCLA), Ph.D.<br />
Archaeology (UCLA)<br />
Address P.O. Box 19808 Nairobi, Email:<br />
hmutoro@uonbi.ac.ke<br />
Welcome to the Office of the Deputy Vice Chancellor in<br />
charge of Academic Affairs at the University of Nairobi.<br />
The Academic Division is one of the four top functional<br />
organs of the University of Nairobi headed by Deputy<br />
Vice Chancellors.<br />
The Academic Division strives to meet all the demands<br />
of our internal and external customers to their<br />
satisfaction. Over the years, the Academic Division has<br />
continued to be the driving force in the efficient and<br />
effective management of academic programmes.<br />
Our emphasis has been on market driven progrommes<br />
and involvement of all stakeholders in development of<br />
new programmes. Our focus is to ensure the University of<br />
Nairobi remains a world-class University committed to<br />
scholarly excellence.<br />
In the process of providing leadership in high-level<br />
manpower training, the Academic Division has a crucial<br />
role in meeting the dynamic needs of various players in<br />
the academic arena. Our commitment is in:<br />
“Promoting Excellence in Academic Programmes<br />
Management”.<br />
The Office of Deputy Vice Chancellor in charge of<br />
Academic Affairs is the head administrative unit of the<br />
Academic Division. The holder of the position of The<br />
Deputy Vice-Chancellor (Academic Affairs) is Professor<br />
Henry Mutoro, B.Ed (Hons) in Geography, History and<br />
Education(UoN),M.A in Archaeology(UoN),C.Phil in<br />
Archaeology(UCLA),Ph.D in Archaeology(UCLA). In<br />
addition, the Deputy Vice-Chancellor (Academic<br />
February - March l Issue<br />
// The scholar magazine<br />
13
The Top Money Mistakes Kenyan Professionals<br />
Make And How To Avoid Them<br />
f you keep some money where you can easily<br />
access it, you will be able to prevent stressful<br />
Isituations. With such an emergency fund you<br />
do not need to worry that a two-week delay in<br />
your pay may result in your kids being kicked out<br />
of school, your water and electricity disconnected<br />
and your mortgage falling into arrears. You will<br />
simply settle your obligations even as you await<br />
the delayed salary. In a worst case scenario,<br />
such as job loss, having an emergency fund will<br />
enable you continue meeting your obligations<br />
such as school fees, mortgage payments and<br />
basic living expenses giving you the peace of<br />
mind you need so as to concentrate on searching<br />
for another source of income. If you don’t have<br />
money for emergencies, you may be forced to sell off<br />
investments or personal property to take care of the<br />
urgent need.<br />
This will obviously disrupt your investment plan and<br />
make your goals harder to reach. To make things<br />
worse, your desperation may make your sell your<br />
investments and personal property at throwaway<br />
prices. If you do not have investments or marketable<br />
property, your pressing need will force you to borrow,<br />
often at exorbitant interest rates. I am sure you<br />
have seen people driven by desperate need for<br />
money hand over televisions, stereos and even cars<br />
to shylocks. Often, they are unable to retrieve their<br />
property.<br />
Finance & Money<br />
My recommendation is that one should have<br />
betweenthree to six month`s worth of expenses as an<br />
emergency fund. This money should only be used for<br />
true emergencies such as;<br />
1. You’ve lost your job Job and security are not often<br />
used in the same sentence anymore as employers<br />
continuously adjust their over heads to navigate the<br />
changing economic conditions. Staff cost is usually<br />
one of the first targets for slashing.If you do lose your<br />
job, you will need to continue paying bills until you<br />
establish another source of income–and your<br />
emergency fund should be it.<br />
2. Someone in your household falls ill With the high<br />
cost of medical care these days, it is very easy to<br />
exhaust your medical insurance cover. Anything<br />
above the coverage will have to be paid for and<br />
that’swhere your emergency fund comes in.<br />
3. You need to move house If you are a tenant and<br />
need to move house to a more convenient location,<br />
or a better house, or whatever reason, you will<br />
discover that moving can be an expensive exercise.<br />
Finding a new house, paying a security deposit,<br />
arranging for movers repairing breakages and many<br />
other expected and unexpected costs<br />
can add up to a significant amount of money. If you<br />
have an<br />
emergency fund, you will do it without skipping a beat!<br />
Continue Page 17<br />
February - March l Issue<br />
// The scholar magazine<br />
15
FASHION & STYLE<br />
Image Consultant<br />
Robert Burale |CEO The RB Company<br />
Short men, avoid<br />
putting on pinstripe<br />
suits or shirts. They<br />
make you look shorter.<br />
IMAGE<br />
mage is something taken very lightly but it counts<br />
for a lot in every sphere of society. Contrary to<br />
Icommon belief, image is innate; it finds it root in<br />
the intrinsic essence of who we are.<br />
Only when we understand and appreciate this, can it<br />
then be made manifest on the outside. A chicken<br />
cannot have an eagle mentality.<br />
Eagles fly with their kind. Who are you? What is it about<br />
you that makes you unique, stand out from the<br />
crowd?<br />
Do you get lost in a crowd of two people, or are you<br />
able to stand out in a crowd of ten thousand<br />
people? What you project is what determines these<br />
answers.<br />
Image has a lot to do with self perception.<br />
How do you see yourself?<br />
Do you let your background define you?<br />
Perhaps your failures?<br />
Do you allow your present circumstances do affect<br />
your perception of who you are?<br />
What you need to understand is the close relation<br />
between your perception and your general outlook. I<br />
have said many times that you will be addressed by<br />
the way you're dressed. It's not a vain statement. Now<br />
you understand that how you dress, how you look in<br />
the outside is very closely intertwined with how you<br />
see yourself.<br />
If you think you're worthy then you will dress according<br />
to this thought.<br />
If you think you're powerful, this message will show up<br />
in your dressing Whatever you think you are, your<br />
dressing will communicate this message to the world<br />
around you.<br />
Let's address some case scenarios.<br />
You're a campus student. It goes against the grain of<br />
basic common sense to look shabby, when<br />
attending classes.<br />
Your lecturers determine your next steps in life. They<br />
hold the cards as to which institutions are suitable for<br />
your career path. Why will a professor bother with a<br />
shabby looking student? Men save your jeans for a<br />
hike and women, save your low cut tops for the club.<br />
Besides the professors, you do not know who else is<br />
watching. The time will come when you have to go<br />
for an interview and realize that there are people<br />
who know you in that interview room, as the shabby<br />
person you are.<br />
February - March Issue<br />
// The scholar magazine
Four Fundamental Building Blocks of Strategy Execution<br />
information flows (information), aligning motivators (Motivators)<br />
and Making changes to structure (Structure). Most organizations<br />
rush to structural changes- Restructuring, reconstituting for<br />
instance Uchumi, Kenya airways, among others. Structural<br />
change can improve execution. But it’s the capstone, not the<br />
cornerstone, of any organizational strategic transformation.<br />
Actions having to do with decision rights and information are<br />
about twice as effective—as improvements made to the other<br />
two building blocks. On research done closely with the companies<br />
that were strong on execution, 71% of individuals stated that<br />
everyone has a good idea of the decisions and actions for which<br />
he or she is responsible. That figure drops to 32% in organizations<br />
weak on execution. On average, 77% of individuals in strongexecution<br />
organizations agree with statement that important<br />
information about the competitive environment gets to<br />
headquarters quickly whereas only 45% of those in weakexecution<br />
organizations do. With regards to decision clarity, 71%<br />
of respondents in weak-execution companies thought that<br />
decisions were being second-guessed, whereas only 45% of<br />
those from strong-execution organizations felt that way.<br />
STRATEGY<br />
Lastly, 61% of individuals in strongexecution<br />
organizations agree that field<br />
and line employees have the<br />
information they need to understand the<br />
bottom-line impact of their decisions.<br />
This figure plummets to 28% in weakexecution<br />
organizations.<br />
In that regard, in order to succeed in<br />
your execution, structure comes last but<br />
before that ensure you put in a place a<br />
culture where the four building blocks<br />
that managers can use to improve<br />
strategy execution are in place.<br />
Remember these four building<br />
blocks—decision rights, information,<br />
structure, and motivators—are<br />
inextricably linked. This is because<br />
unclear decision rights not only paralyze<br />
decision-making but also impede<br />
information flow, divorce performance<br />
from rewards, and prompt work-around<br />
that subvert formal reporting lines.<br />
Blocking information results in poor<br />
decisions, limited career development,<br />
and a reinforcement of structural silos.<br />
The strategic implications of this is that<br />
instead of spending too much time and<br />
resources in structuring a nonperforming<br />
firm, first put in place the<br />
cornerstone of strategy execution, that<br />
is, decision rights and information flow.<br />
This should be followed by the capstone<br />
of Strategy execution, structure, and<br />
motivators. Structure helps clear the lines<br />
of decisions and action points and<br />
whom information flows to. Motivator<br />
now aligns the information flow,<br />
decision-making and the corporate<br />
Structure with the self-interest of the<br />
employees since employees always act<br />
in self-interest. In short, align<br />
organizational goals and the individual<br />
goals, which ends in delivering<br />
organizational strategic objectives<br />
hence successful strategy Execution.<br />
The writer is Dr. Fredrick Ogolla<br />
Senior Lecturer, SBS<br />
Strathmore University<br />
February - March l Issue<br />
// The scholar magazine<br />
17
VALENTINE OFFERS<br />
Check Hot Deals on KillMall - Valentine Gifts - Amazing Discounts<br />
18<br />
February - March Issue<br />
// The scholar magazine
The Top Money Mistakes Kenyan Professionals<br />
Make And How To Avoid Them<br />
4. Your Car (or fridge, freezer, etc.) breaks down<br />
Some of the things we take for granted can seriously<br />
hamper our routines. A broken down car make it difficult<br />
to go to work convenientlyand on time, a broken fridge or<br />
freezer would necessitatemany more trips to the<br />
supermarket or market and so on. Repairing or replacing<br />
these labour saving, life enhancing gadgets costs more<br />
that pocket change and having anemergency fund<br />
means you won’t have to go into debt to do so.<br />
5. Someone Close to You Passes Awa y I do not want to<br />
become morbid but people do pass away. If it happens<br />
to someone close to you such as a parent or sibling, the<br />
last thingyou want to have to say is that you do not have<br />
money to help with the arrangements. Y<br />
our emergency fund can help you avoid borrowing in<br />
such a situation.<br />
6.Expect the unexpected<br />
There is no limit to the number of unexpected expenses<br />
that can pop up in life. If you do not want every<br />
unexpected occurrenceto become a stress inducing<br />
event,ensure that you accumulate an appropriate<br />
emergency fund.<br />
Money Mistake #5: Getting in trouble with loans<br />
Excessive debt can result in more than just loss of sleep, it<br />
can literary kill you. Sustained high stress levels can lead to<br />
ailments of all kinds. Stress caused by harassment by<br />
creditors who will hound you with threatening letters<br />
telephone calls and attachment of your property. You<br />
become susceptible to panic attacks when the phone or<br />
doorbell rings or when mail arrives. You are likely to have<br />
emotional outbursts and an explosive temper. Many<br />
highly indebted individuals have done horrible things<br />
while in such emotional state. At work, it is not easy to<br />
concentrate on work and a lot of time will be spentlooking<br />
for solutions to your debt problems.<br />
A highly indebted person finds it impossible to relax and<br />
have fun. In an attempt to achieve a relaxed state, many<br />
end up abusing alcohol and other drugs, further<br />
deteriorating their financial situation as money that could<br />
have been used to pay off debts is diverted. They lose<br />
self-esteem, self-confidence and ultimately self-respect.<br />
They live in chronic fear and, in extreme cases become<br />
suicidal.<br />
One of the mistakes with loans that often leads to debt<br />
overload is pyramiding. Pyramiding of debt refers to a<br />
situation where a loan for a recurring expense has not<br />
been cleared by the time another loan is taken to pay for<br />
the expense again. It results in mounting indebtedness<br />
and large interest costs.<br />
MONEY MATTERS<br />
One common example is a person who takes a<br />
five year bank loan to buy a car. After servicing the<br />
loan<br />
for three years the person decides<br />
, or is encouraged by the bank to top<br />
-<br />
up the loan and buy another<br />
newer car.<br />
The loan balance for such a person will remain<br />
high since each time they pay it down the loan<br />
they take a bigger loan and extend the<br />
repayment period. Taken to an extreme, one can<br />
find themselves<br />
with a permanent loan with an ever increasing<br />
interest charge.<br />
Some people pyramid with credit cards, buying<br />
groceries then paying only the minimum required<br />
payment. By the time they need to buy more<br />
groceries, they are still carrying a b<br />
alance for last month’s<br />
groceries. This goes on until they hit the credit card<br />
limit.<br />
Many people will take a loan to pay for a holiday, a<br />
wedding, new furniture or even household<br />
appliances as long as there is some cash left over<br />
in their salary to make<br />
the installment. This kind of<br />
debt abuse can cause serious financial difficulties<br />
with all the attendant stress. If you find your pay slip<br />
reading like a roll call of financiers, it may be time<br />
to seriously reevaluate you financial behavior.<br />
For a comfortable, stress free life, control your<br />
debts. Limit your debts so that you never pay more<br />
than<br />
3<br />
6% of your gross income towards debt and borrow<br />
only to buy appreciating assets, to increase your<br />
ability to earn and for viable business. No matter<br />
how tempting the offers are, never allow yourself to<br />
be<br />
seduced into borrowing for lifestyle assets that yo<br />
u can save for.<br />
February - March l Issue<br />
// The scholar magazine<br />
19
en, over to you now. Your nails should always be short.<br />
No contest. This shows you take hygiene seriously, and<br />
Mso you can be taken seriously...<br />
When going for interviews, stay away from red ties. These are<br />
power ties. You shouldn't be seen as though you're there to<br />
compete with your potential future boss. When it comes to suits<br />
stick to the undertones - blue, black and grey. It's important to<br />
note that the color of your belt must match the color of your<br />
shoes. It shows you're well put together and will be a strong<br />
brand representative to the company. When it comes to socks,<br />
the same rule applies. Avoid flowery socks, unless of course<br />
you're applying for the position of company clown.<br />
Short men, avoid putting on pinstripe suits or shirts. They make<br />
you look shorter. The same principle applies to fat men,<br />
regardless of your height. Pinstripes only serve to make you<br />
fatter, and this we all know is not so flattering.<br />
Over and above looking good, be confident. Confidence is a<br />
key quality every employer looks for. Confidence doesn't mean<br />
you're a know it all. There's a very thin line between confidence<br />
and arrogance. Know the difference. Be polite, precise and<br />
presentable.<br />
Let's look at a few insights regarding women at interviews.<br />
Your wardrobe must be dignified. Stay away from short<br />
skirts/dresses. This is an interview, not a date. Wear clothes that fit<br />
you; not a size bigger or smaller. If you're unable to breath in it, it<br />
means you shouldn't have it on. Regarding your makeup, less is<br />
more. Overdoing it means you're trying to divert attention from<br />
the matter at hand.<br />
And finally of course, wear your confidence, complimented<br />
with a good attitude.<br />
So you are dressed the part, and you're now inside the interview<br />
room. You find about ten people in there. This is not the time to<br />
be intimidated. You have come too far to waste time being<br />
intimidated. Remember you are qualified and are deserving of<br />
this opportunity. An interview room is basically a chance to tell<br />
people why you're the best. So ask yourself, why would you feel<br />
scared or intimidated at the people on the other side of the<br />
table? Buckle up and get set to show them you're the one they<br />
have been waiting for.<br />
Sit confidently, with your back straight. Do not slouch. Have eye<br />
contact with the person asking the questions. Eye contact<br />
proves you're trustworthy and your words are credible. Be<br />
pleasant but professional as well. Assuming there are ten<br />
people in there, as you answer the questions have eye contact<br />
with each one of them. Remember not to lose focus. Time<br />
yourself. By the time you're done with the answer to the<br />
question, you should have panned your eye across the room<br />
and back to the one who asked it. Avoid giving stories. Only<br />
answer what you've been asked.<br />
FASHION<br />
General tips on fashion<br />
1- Don't go for trends. Become the trend. Let<br />
what you wear become that which<br />
everyone wants to have. This goes back to<br />
what we said earlier, if you know who you<br />
are, your dressing will pass on that<br />
message.<br />
2- A short man must not put on a three -<br />
button suit. It makes you "disappear" into the<br />
clothes.<br />
3- When you put on a two-button suit, only<br />
button up the top one.<br />
4- A man who puts on a white shirt is a<br />
hygienic man. You can trust his cleanliness.<br />
5- A man's jacket sleeve should allow for the<br />
shirt sleeve to pop out lightly. Meaning it<br />
can't be too long to hide it, or too short to<br />
reveal most of it.<br />
These are just simple basic tips that add<br />
value to your overall presentation. It is not as<br />
complex as many think. With a little<br />
attention to detail, you will be able to know<br />
what works for your body type, your height<br />
and more importantly understand the<br />
purpose for which you're dressing. Image is<br />
everything. It determines next steps, it<br />
determines the caliber of person who<br />
allows you into their space. It determines<br />
more than you could ever think. Make it<br />
count. It's worth the effort.<br />
In the next issue, we shall delve more into<br />
what women should look out for, when it<br />
comes to image.<br />
ROBERT BURALE<br />
IMAGE CONSULTANT<br />
R&B COMPANY<br />
February - March l Issue<br />
// The scholar magazine<br />
21
UNIVERSITY REVIEW<br />
February - March Issue<br />
// The scholar magazine
February - March l Issue<br />
// The scholar magazine