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Ethiopian International striker Saladin hangs his boot

Michael Samson
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The 34-year-old arguably one of the recent times greatest strikers of Ethiopian Football confirmed his decision to hang up his boots, bringing an end to an illustrious career during which he became Ethiopia’s all-time leading scorer. Saladin was originally to retire at the end of 2021 season. However after a long time nursing a muscle injury he resurfaced to win two premier league titles with Kidus Giorgis.
Seladin played a key role in helping Ethiopia qualify for the 2013 Africa Cup of Nations under Coach Sewnet Bishaw, scoring crucial goals in qualifying matches. The goal that secured Ethiopia’s return to South Africa Cup of Nations qualification is courtesy of Saladin.His international tally stood at 14 goals from 28 matches for his country.
At club level, Saladin spent the majority of his career at Ethiopian giants St George, playing for them on two separate occasions between 2007 and 2021. In total, he spent nine years with St George, winning three Ethiopian Premier League titles as well winning Best Player and Top scorer of the season accolades.
Saladin went through the youth ranks at Muger-Cement before he moved to Saint George senior side at the age of 199 years-old. Four years with Giorgis, three league titles, 112 matches and 41 goals later he moved to Wadi-Degla of Egypt in 2011 with 240,000.00 USD at the time the highest paid for an Ethiopian footballer.
The energetic lone wolf striker Saladin played for a number of foreign clubs including Al-Ahly of Egypt, Lierse of Belgium and MC Alger of Algeria before returning home to don shirts of Jimma AbaJifar. His last club was Sidama Bunna, where he featured briefly this year before deciding to retire.

Gudaf Claims 5000m London Diamond League Title

Michael Samson
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Ethiopian Gudaf Tsegaye has won 5000m in UK all-comers’ record in the final Diamond League fixture before the World Athletics Championship next month.
In London, the world champion produced a well-timed finish to beat Olympic champion Sifan Hassan of the Netherlands, and Diamond League champion Beatrice Chebet of Kenya on Friday night.
It was the highest-quality women’s 5000m ever, says the World Athletics (WA), governing body of the sport, in its report later.
The lead pack of seven women was formed after a Pacemaker led the field through 3000m in a swift 8:35.18. The group involved three Ethiopian athletes Medina Eisa, Birke Haylom, and Melknat Wudu as well as US’s Alicia Monson.
Birke and Melknat soon drifted back to form a chase duo. The remaining five were still close together until the final lap, with Sifan taking the leading duties. Sifan continued to lead into the home straight, but then Gudaf and Chebet went past her.
Gudaf went on to win in a UK all-comers’ record of 14:12.29, just seven seconds shy of the world record. Her finishing mark took her to fourth on the world all-time list, Per WA.
The result will be a major factor in which event she is going to participate in the World Athletics Championships.
Back at the London diamond league, Chebet was second in a PB of 14:12.92 and Sifan finished third in a European record of 14:13.42.
Medina was fourth in a world U20 record of 14:16.54 and Monson followed her a few seconds later. Birke and Melknat finished sixth (14:37.94) and seventh (14:39.36), respectively

Wubetu Abate Appointed Fasil Ketema Head Coach

Michael Samson
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Former Ethiopian national team coach Wubetu Abate is appointed head coach to former champions Fasil Ketema. Unofficial sources disclosed that Wubetu became the highest paid Coach in the country with a staggering 9 Million Birr in three years.
The former Adama, Dedebit, Hawassa, Ethiopia NegedBank and Sebeta Ketema Coach Wubetu made a name when he guided Ethiopia Bunna to first and last ever Ethiopian Premier League title in 2016. A successful stint at Sudanese side AlHilal-Shendi, well travelled Wubetu’s second stint at Fasil is much expected to bring about major changes in the overhauling of the club.
Though Wubetu resigned from the national hot seat following Ethiopia’s early elimination from the World Cup qualification campaign, he has delivered two of his promises that are qualification to African Cup of Nations and CHAN Cup finals. Wubetu’s most famous Cup of Nations qualification 2-0 away victory over Egypt made him an overnight hero that led EFF to hand him a two year contract that goes along with a record ETB 500,000.00 monthly salary.
One news source posted a statement that Wubetu had been to Rwanda to watch the home team versus visitors Mozambique match in the meantime scouting potential talents to join him at Fasil Ketema.
According to those unofficial sources it is not only about the record signing fee but a huge finance is allotted to sign the best of talents in the league as well importing foreigners who could help the club stay one of the strongest football forces in Ethiopian Premier League.
Famous for mobilizing their huge home fan base, Fasil Ketema’s supporters are said to be major players in Wubetu’s signing saga. Sources disclosed 1/3rd of the nine million Birr is to give away at the time of the contract signing then the rest divided into wages of 36 months. Wubetu’s 500,000 Birr a month as Ethiopian national team head coach was also a new record.

Are you in control? 

Ton Haverkort
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Are you in control? 
Controls are designed to set limits and to keep important functions consistent, while running a business. They are important to give people guidance when the boss is not around and taking the time to develop and update good controls is an essential part of good management.
We defined control as the set of mechanisms used to keep activities and production going within predetermined limits. Control deals with setting standards, measuring results versus standards, and making corrections. It is important to realise here that while controls are needed in all organizations, just a few controls may go a long way. Managers need to be aware of the danger of too much control, which discourages initiative as is often the case in the Ethiopian context.
We classify two kinds of controls: output controls and process controls.
Output controls focus on desired targets and allow managers to use their own methods for reaching defined targets. Setting targets or standards, measuring results against these targets, and taking corrective action are all steps involved in developing output controls. Output controls separate what is to be achieved from how it is to be achieved. Process controls are therefore put in place to specify the manner, in which tasks will be accomplished and may be classified into three main categories:
  1. Policies, rules and procedures
  2. Formalization and standardisation
  3. Quality management
Most organizations have a variety of policies, rules, and procedures. Policies are the guidelines that outline important objectives and broadly indicate how things are done in the organization. Policies allow for individual discretion while rules and procedures are more specific and rigid. They describe in detail how tasks are to be performed and are designed to apply to all the workers carrying out the same tasks. Rules, procedures, and policies are employed as substitutes for direct managerial supervision. Under the guidance of written rules and procedures, the organization can specifically direct the activities of many individuals. They also allow managers to spend their time on important, unusual, or unique conditions and situations. In other words, rules, procedures, and policies may seem impersonal and inflexible but they free managers for other choices.
Formalization refers to the written documentation of rules, procedures, and policies to guide behaviour and decision making. Formalization is often used to simplify jobs. Written instructions allow individuals with less training or experience to perform comparatively sophisticated tasks. They also ensure that tasks are performed in the right order.
Standardization sets the framework within which tasks are performed and include guidelines so that similar tasks are repeatedly performed in a similar fashion. Standards may come from years of experience in dealing with typical situations or they may come from training.
Another way to institute process controls is to establish a quality management process within the organization or business, by which managers continuously work on improving supervision, training employees, retraining them in new skills and creating a structure that will consistently push for high quality and innovation. Training, learning and consistency of purpose are essential ingredients of quality management.
Along with planning, the development of controls is perhaps the most difficult part of management to get employees motivated. After all, rules and procedures seem a long way from producing, marketing and selling. But having controls is responsible management and taking the time to develop and keep up to date good controls is a key part of good management. As mentioned earlier, it will allow managers to manage rather than administer day to day.
To check whether you have sufficient and effective controls in your company I’d suggest you try and answer the following questions:

 

Do you have the following policies and have they been updated within the past 24 months?

  • Financial policy
  • Personnel policy
  • Quality assurance policy

Do you train staff and management annually on key policies?

Do you enforce your policies consistently?
If not, it is time to deal with it and to begin developing the most important controls: finance and personnel. Make sure though to include employees in the process and allow for input and ownership. You will get good practical input and less resistance when a policy is implemented.
Finally, all of us need limits. Set them with your controls and then enforce them. If you are not willing to enforce a certain part of a policy, don’t put it in writing. Make sure your policies, rules and procedures are up to date and enforceable. Managing this will indeed set you free.
Ton Haverkort-ton.haverkort@gmail.com
Sources: Managing Organizational Behavior by Schermerhorn/Hunt/Osborn
Mission Based Management by Peter C. Brinckerhoff
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