Tuesday, September 30, 2025
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Are you managing?

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Effective managers create opportunities for workers and teams to perform well and feel good about it at the same time. To be able to do this, the manager must be good at the basic aspects of management which include planning, organizing, leading, and controlling the use of the company’s resources. Here follows first a short description of the four aspects of management:

  • Planning is the process of setting performance objectives and identifying the actions needed to accomplish them.
  • Organizing is the process of dividing up the work to be done and coordinate the results to achieve the objectives.
  • Leading involves directing and coordinating the efforts of the workers to help them accomplish their tasks.
  • Controlling is monitoring performance, comparing results to the objectives set earlier and taking corrective action if so required.

The management process and the four functions, defined above, can apply in all work settings and offer a useful framework for managers. It helps the manager finding out what the main responsibilities are in carrying out his or her job, namely being the manager.

Let us now see what many managers go through during a typical working day, maybe also here in Ethiopia. In his book “The Nature of Managerial Work” Henry Mintzberg observes the following:

“There was no break in the pace of activity during office hours. The mail, telephone calls and meetings accounted for almost every minute from the moment these executives entered their offices in the morning until they departed in the evenings. A true break seldom occurred. Coffee was taken during meetings and lunchtime was almost always devoted to formal or informal meetings. When free time appeared, ever present subordinates quickly usurped it.” Mintzberg continues: “Why do managers adopt this pace and workload? One major reason is the inherent open-ended nature of the job. The manager is responsible for the success of the organization. There are really no tangible mileposts where one can stop and say: Now my job is finished. Where the task of the worker is completed every now and then, the manager must always keep going, never sure when he or she has succeeded, never sure whether the whole organization may come down because of some miscalculation. As a result, the manager is a person with a perpetual preoccupation. The manager can never be free to forget the job, and never has the pleasure of knowing even temporarily, that there is nothing else to do.”         

What Mintzberg describes points out quite clearly that a manager’s job in any organization is busy and demanding. In summary:

  • Managers work long hours, 50 to 90 hours per week, sometimes 7 days a week.
  • Managers are very busy people. Their work is intense and involves doing many different things on one day.
  • Managers are often interrupted as they work. Their work is fragmented and variable. Interruptions are frequent and many tasks must be completed quickly.
  • Managers do their work mostly with other people. They spend little time working alone. They work with bosses, colleagues, workers, customers, suppliers and so on.
  • Managers get their work done through communication, most of it face to face verbal communication that takes place during formal and informal meetings. Higher level managers spend more time in scheduled meetings than do lower level managers. In general, managers spend a lot of time getting, giving and processing information.

From his work, Mintzberg identified three major categories of activities or roles that managers must be prepared to perform on a daily basis, which are:

1. Interpersonal roles – working directly with other people.

2. Informational roles – exchanging information with other people.

3. Decisional roles – making decisions that affect other people.

During the next couple of weeks, we will explore the responsibilities and roles of managers a bit deeper, and we will try to see how these apply in the context of managing a company or organization in Ethiopia. While a number of issues mentioned above are easily recognised here as well, there are other cultural factors in Ethiopia which influence the way managers go about their job and their responsibilities. I have noticed for instance that Ethiopian managers take more time for relating to other people, also outside the direct context of their work, as relationships are considered to be very important in this society. In the context of the Ethiopian culture, we will then try to apply the framework described above and see how it can help the manager in carrying out his or her job effectively.

Ton Haverkort

Hibernating Opposition Political Parties

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This isn’t by any means an attempt to belittle the sacrifice and commitment of individual members involved in party politics. This is about the absence of a trailblazing organized movement that could command sizeable followers. Time is ticking away, and the incumbent is having a head start running hundreds of miles. This is a clarion call to deny PP another uncontested lease on political power.

The appetite of opposition political parties was supposed to be whetted by the prospects of the looming 7th General National Election. Unfortunately, they are in a state of endless hibernation. Actually, a few are busy hunting office space and defrauding the NEBE to have an undue share of the funds at its disposal by registering ghost female and disabled members. The truly ‘active’ ones issue press statements expressing their dismay at selected improprieties of the incumbent, taking their cues from TIKVAH or al-Ayn or BBC Amharic. That is their idea of being an opposition party—expressing discontent just like a view opposite the Editorial (Op-Ed) column of a newspaper. They were supposed to reflect on the structural framework that has given rise to the said impropriety.

They are never heard holding town hall meetings. Forget about conducting meetings to acquaint the public with their programs; they are too lazy to make their existence known. For a country with more than 53 national and regional parties and a few Fronts and Coalitions, their collective silence is deafening. They are waiting for the public to come to their offices to buy their ideas. They don’t even put up a sign that reads ‘we are open—under new management’; you know, something like በአዲስ መልክ ስራ ጀምረናል፡፡ Occasionally, journalists break into their exclusive zone and try to get them to say something—anything—otherwise they don’t like to be bothered.

They were supposed to keep definitive issues like the need to revise the Constitution alive. One would expect them to organize symposiums on how to settle inter-state territorial disputes between Regional States. You would expect them to engage scholars to express their views on the legitimacy and consequences of Ethiopia’s quest to have a tiny vista into the wide open Sea. By now, we should have been able to sample and review their respective takes on the ways to keep GERD diplomacy on the right track. As potential candidates to assume leadership of the country, one would naturally want to learn their takes on the threats to the territorial integrity of the country and how to preemptively address the imminent danger.

Corruption has become a national security threat judging by recent developments reported by public and private media alike—as well as ECHR. Courtesy of Meseret Media, it has recently come to our attention that anytime at Bole International Airport terminal, anybody could kidnap you, lock you up, and demand ransom money, threatening to accuse you of sympathizing with armed rebels. Unless one complies, chances are he would rot away in the said prisons until legitimate authorities get to free him after a year or two.

Behind every mega project lurks a team of smooth-talking cadres defrauding funds and stashing away public resources. Opposition parties should go a step further and examine the causes that have given such a blatant sense of entitlement and audacity to the culprits. In an exemplary effort a couple of years ago, EZEMA tried to carry out both financial and performance ‘audit’ of the Condo Project in the country. It is a laudable, noble endeavor. If opposition political parties had the interest, they could have easily secured funds to conduct independent studies to expose the visible dangers of state capture in the country. Instead, they ‘reflect’ on individual acts and news items. They were supposed to work on the broader, inherent, comprehensive, and systematic enabling circumstances that had allowed rampant corruption to reign large.

Most important of all, they should be pressing the government to publish the assets of higher officials as required by law.

The judiciary is yet walking on all fours. By some accounts, at its best, practicing law has become more like playing Russian roulette—a game of chances, particularly in cases before lower and regional courts. Increasingly, stakeholders are demanding that judges should take or retake exams, as the Ministry of Education is trying to do when it comes to teachers. Opposition political parties should be joining hands with professional associations whose resources and efforts are misplaced and help them refocus. This is an ancient nation with an invaluable tradition of law and justice of ecclesiastical and secular origins, receptive to the idea of the rule of law. How come reforms wouldn’t just take root? In all fairness, knowledgeable lawyers are out there in great abundance, yet the justice administration system of the country couldn’t just get out of the woods. This irony should be studied, and the broken links should be exposed. There is a 27,000-strong willing army of practicing private lawyers to lend a hand if political parties knew how to involve and engage them.

Some opposition political parties are already enfeebled by their desire to safely stay on the banks of the river. They have reserved their absolute right to have the will to point fingers at those who have tried and failed. They are your quintessential ሙሴ ኒይት—you know, like Molotov. Zewedie Reta tells this story about Mr. Molotov’s persistent opposition to whatever the United Kingdom and allies would have to say at the League of Nations. He wouldn’t even care to hear them out; as long as the proposal was tabled by the West, he would dismiss it out of hand, bellowing ‘nyet!’ Hence the nickname Mister Nyet or Mister No. (I believe ‘Muse’ is the Habesha corruption of the French word Monsieur.) Apologizing for the digression, one can easily identify ‘the nyet political parties’ in the country. Their culture of political nyetism—or political nihilism—won’t serve the country any meaningful purpose in the absence of some credible alternative. These groups of opposition parties release a protest brief, copy it to the international community, and thereby assume that the latter would take care of the rest.

The quest for having a window to the sea has been an enduring question ever since the Ottoman Empire controlled and sealed the Red Sea coast in the mid-16th century. Letters addressed to European monarchs by our kings never failed to mention this horrible injustice the Turks had visited upon us. It is unfortunate that the case has been adjourned for 500 years by the court of the collective conscience of the international community. However, when it comes to the fate of landlocked countries, I have reason to believe that the rest of the world community secretly sympathizes with Ethiopia and Bolivia more than with others. In an eerie contrast to West African nations, which were conveniently given access to the Atlantic Ocean even if by a narrow strip, Ethiopia and Bolivia are denied the naturally available vast stretch of coastline within the visual distance of the naked eye. Chile has over 6,000 kilometers of coastline along the Pacific coast, but it dispossessed the little shoreline Bolivia had just to increase its share by a few more hundred kilometers. Even under such circumstances, the two countries have worked out a mutually beneficial arrangement that has quelled the conflict for some time.

Thus, the Premier isn’t alone in decrying the denial of natural justice when he lamented the close proximity of 5,000 kilometers of idle coastline and the inability to access it. Opposition parties should have gone a league ahead and worked to groom ‘port access’ experts like Nile Basin scholars. There are knowledgeable retired politicians who would be able to vent their accumulated regrets. You know folks like Tefera Waluawa, who had candidly told Ato Meles that the latter had gambled away Ethiopia’s opportunity to have access to the sea. The way Bereket tells it, Tefera was oblivious to any counterargument. “We could blame it on the irritating cold breeze coming from up North if you really want to know the truth,” he had reportedly told off Bereket. They could provide such ex-leaders with conducive forums to learn from their experiences, mistakes, and failures. They would only be too happy to oblige, judging by the words of scholars like Dr. Yacob and politicians like Geberu Asrat and Abebe T/Hymanot.

God Bless.     

 The writer can be reached via estefanoussamuel@yahoo.com

Delusional Leadership and Its Impact on Economic Development

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Leadership is a critical factor in determining the success or failure of any organization, society, or nation. Effective leadership is grounded in vision, strategy, and rational decision-making. However, when leaders operate under delusions, mistaken beliefs that contradict reality, it can have far-reaching consequences. Delusional leadership, characterized by a leader’s persistent inability or unwillingness to engage with factual reality, often causes negative impacts on economic development. This article, an attempt has been made to explores how delusional leadership manifests, the mechanisms through which it affects economies, and real-world examples that illustrate its destructive potential.

Delusional leadership can take various forms, but it typically involves several key traits: – Overconfidence and Narcissism: Delusional leaders often display an inflated sense of their abilities, leading them to ignore advice from experts or subordinates. Detachment from Reality: Such leaders might refuse to acknowledge clear evidence of economic challenges or failures, instead focusing on idealistic visions or personal ambitions. Groupthink and Echo Chambers: They often surround themselves with advisors and allies who reinforce their flawed perspectives, creating an echo chamber that blocks out dissenting opinions. Authoritarianism: To maintain control, delusional leaders often suppress opposition and criticism, which can further isolate them from reality.

There are several mechanisms of economic decline under Delusional Leadership. Misallocation of Resources: Delusional leaders often direct resources toward grandiose projects that are misaligned with economic realities. For example, they may prioritize lavish infrastructure projects or vanity investments that yield little economic return, while neglecting essential sectors such as healthcare, education, and agriculture. Policy Inconsistencies: Erratic and unpredictable policies are a hallmark of delusional leadership. Leaders who fail to grasp economic fundamentals might frequently change regulations, imposing taxes or tariffs without understanding their long-term implications. These unpredictable changes discourage investment and create an unstable business environment.

Neglect of Institutions: Strong institutions are the backbone of sustainable economic growth. Delusional leaders, in their pursuit of centralized control, may weaken institutions such as the judiciary, regulatory agencies, and central banks, often replacing technocrats with loyalists. This can lead to corruption, mismanagement, and the erosion of rule of law, all of which stifle economic progress. Propaganda Over Problem-Solving: Leaders operating in delusion tend to prioritize propaganda over meaningful policy interventions. They might paint a rosy picture of the economy, even when indicators show high inflation, rising unemployment, or mounting debt. This propaganda may briefly boost public morale but is ultimately harmful as it delays necessary policy corrections.

Economic Isolation: Delusional leaders often believe in protectionist or isolationist ideologies, leading to trade wars, embargoes, or withdrawal from international partnerships. This isolation undermines economic growth by limiting access to markets, technology, and foreign investment. Suppression of Innovation: Delusional leaders tend to resist technological advancement or innovation if it threatens their power base or deviates from their vision. They may suppress industries like renewable energy in favor of outdated, more controllable sectors, thus curbing economic diversification and modernization.

There are some Case Studies of Delusional Leadership which resulted economic collapse. The first to site is Zimbabwe under Robert Mugabe. Robert Mugabe’s long rule over Zimbabwe is a well-documented example of how delusional leadership can devastate an economy. In the late 1990s and early 2000s, Mugabe’s government implemented controversial land reforms, forcibly taking land from white farmers and redistributing it to landless Black citizens. However, the process was mismanaged and led to a collapse in agricultural production, which had been the backbone of Zimbabwe’s economy. Instead of acknowledging the failure of the land reforms, Mugabe blamed external forces and persisted with policies that contributed to hyperinflation, economic isolation, and widespread poverty.

Mugabe’s refusal to engage with economic reality, compounded by his crackdown on dissent and reliance on propaganda, resulted in Zimbabwe’s economy shrinking by over 40% from 1998 to 2008. His delusional leadership devastated the country’s currency, leading to astronomical inflation rates that rendered the Zimbabwean dollar worthless.

Venezuela under Nicolas Maduro is another one from the list.Nicolas Maduro’s leadership in Venezuela represents another tragic example of how delusional policies can lead to economic ruin. Following the death of Hugo Chávez, Maduro inherited an economy heavily reliant on oil revenues. When oil prices plummeted in 2014, instead of diversifying the economy or cutting government spending, Maduro doubled down on populist policies such as price controls and subsidizing basic goods.

Maduro’s refusal to adjust to the new economic realities, along with his use of propaganda to deny the severity of the crisis, resulted in mass shortages, hyperinflation, and the collapse of public services. His leadership also alienated foreign investors and led to widespread international sanctions. The result was one of the most severe economic contractions in Latin American history, with millions of Venezuelans fleeing the country in search of better opportunities.

While the examples above represent extreme cases, elements of delusional leadership can be found in various contexts across the world. The consequences of such leadership styles make it clear that vigilance is required at all levels of society to prevent leaders from detaching from reality and leading their countries or organizations into economic decline.

Institutional Strengthening: Independent institutions that can check executive power and offer objective economic analysis are crucial to preventing delusional leadership. Central banks, regulatory agencies, and judiciary bodies must remain insulated from political influence to ensure they can offer unbiased advice and implement sound economic policies.

Public Accountability and Free Press: A free press and an engaged civil society act as watchdogs to hold leaders accountable. Public accountability can expose the gap between a leader’s rhetoric and economic reality, forcing them to adjust their policies before too much damage is done.

Education and Public Awareness: Educating citizens about the basics of economics and governance helps create a more informed electorate. This understanding equips people to question delusional leadership and advocate for policies that promote sustainable development.

Diversity of Thought in Leadership: Encouraging diversity of thought within the leadership structure ensures that leaders are exposed to different perspectives and cannot easily fall into an echo chamber. Leaders who actively seek out diverse opinions are less likely to become delusional.

To conclude,Delusional leadership, marked by detachment from economic realities and an overreliance on personal vision or ideology, can have devastating effects on a country’s economy. The cases of Zimbabwe, Venezuela, and North Korea illustrate the severe consequences that result when leaders refuse to engage with the factual circumstances of their nations. To foster sustainable economic development, societies must prioritize leadership accountability, institutional strength, and public awareness to resist the dangers of delusional leadership. Ultimately, responsible and reality-based leadership is the foundation upon which long-term economic progress can be built.

Entoto Park CBE Run: Monthly 5km event promises scenic experience and community engagement

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The Entoto Park CBE Run is set to become a popular monthly event, inviting running enthusiasts to enjoy a 5km race in the picturesque surroundings of Entoto Natural Park. Scheduled for the first Saturday of every month, the run will kick off at 8:00 AM on accurately measured, traffic-free roads, making it an ideal setting for both seasoned runners and newcomers alike.

To participate in the Entoto Park CBE Run and have their results officially recorded, runners must register through the event entry page. The entry fee is 100 Birr per month, with participation limited to 700 runners each month. Places will be allocated on a first-come, first-served basis, with members of the Great Ethiopian Run receiving priority registration.

Registration opens at 6:00 AM on the last Monday of each month, and participants are encouraged to secure their spots early to avoid disappointment.

After registering, participants will receive an email confirmation along with a QR code. It is essential for runners to bring this QR code to the event, as it serves as proof of registration and allows them to receive an official finishing time. Runners without a QR code will not be permitted to participate or receive a finishing result.

The Entoto Park CBE Run aims not only to promote physical fitness but also to foster community spirit among participants. The beautiful backdrop of Entoto Natural Park offers a unique opportunity for runners to connect with nature while engaging in a healthy activity. The event is expected to attract families, friends, and running clubs, creating a vibrant atmosphere of camaraderie and support.

Unlike many competitive races, the Entoto Park CBE Run will not offer prizes for winners. Instead, the focus will be on participation and personal achievement, encouraging all runners to enjoy the experience regardless of their finishing times.