MNPR’s MANAGEMENT AND LEADERSHIP TRAINING
2006/08/01
On June 6-25, training on “Management and leadership,” for the managers of Mongolian National Public Radio (MNPR), was held at the Mongolian Press Institute. During the training Swedish public radio professionals introduced the latest management tools and methods on how to run an organization effectively and on to motivate the staff of MNPR.
Between 2006 and 2010 the financial support of the Swedish International Development Agency will be in the form of a project entitled, “How to develop public radio as a tool strengthening Mongolian democracy,” at MNPR. The training was organized in accordance with the project. The first stage of the training involved MNPR’s high and middle level managers. Those managers will participate in follow up training which will be organized in December 2006. In October, a second group of managers will participate in the training and they will also participate in the December session.
According to the Swedish radio professional Margaretha Simm, “We have been working more with leadership than management. Leadership is more about how you handle people; management is the process of planning, controling the task. We give more attention on how to handle the staff in a good way that will suit the public service radio and the new Mongolian democracy. We also talk about how to delegate, hand over tasks and new meeting techniques and also with the new perspective on how you should think about your listeners when developing radio programs.”
According to Mr. Leif Ericsson, “We talk about new sources and how to develop the content of the Mongolian national radio program, we have exchanged own experience and introduced some new experience from Sweden. We understand that all newspapers, TV and radio of Mongolia have the same sources every single day. So we talk about new sources, new possibilities, and perspectives from the people and those who are concerned; from the perspective of the people, not from the top down. That news is not interesting to people in daily life. Public radio is working for the Mongolian people, not for parliament. And we also introduced how to motivate people when the salaries are low. I have been working in many countries with this task but I never met people with so high energy and hope. Journalists are generally very important for receiving democracy and finding good sources, good experience.”
According to the project coordinator T. Batzorig, “In a situation when management is concentrating on one idea or if only one person is guiding, the personnel skills are not improving and it is a waste of time to wait for creative initiatives. We have a tradition from the former centrally planned system of not to go beyond the assignment given by the managers. In other words, it is still a widespread phenomenon that just fulfills the task given by managers. We learned a lot of new management tools; to delegate the tasks. Delegating tasks to personnel or distributing it to them, managers will have time to concentrate on their own responsibilities such as how to set up organizational missions and objectives.”
Between 2006 and 2010 the financial support of the Swedish International Development Agency will be in the form of a project entitled, “How to develop public radio as a tool strengthening Mongolian democracy,” at MNPR. The training was organized in accordance with the project. The first stage of the training involved MNPR’s high and middle level managers. Those managers will participate in follow up training which will be organized in December 2006. In October, a second group of managers will participate in the training and they will also participate in the December session.
According to the Swedish radio professional Margaretha Simm, “We have been working more with leadership than management. Leadership is more about how you handle people; management is the process of planning, controling the task. We give more attention on how to handle the staff in a good way that will suit the public service radio and the new Mongolian democracy. We also talk about how to delegate, hand over tasks and new meeting techniques and also with the new perspective on how you should think about your listeners when developing radio programs.”
According to Mr. Leif Ericsson, “We talk about new sources and how to develop the content of the Mongolian national radio program, we have exchanged own experience and introduced some new experience from Sweden. We understand that all newspapers, TV and radio of Mongolia have the same sources every single day. So we talk about new sources, new possibilities, and perspectives from the people and those who are concerned; from the perspective of the people, not from the top down. That news is not interesting to people in daily life. Public radio is working for the Mongolian people, not for parliament. And we also introduced how to motivate people when the salaries are low. I have been working in many countries with this task but I never met people with so high energy and hope. Journalists are generally very important for receiving democracy and finding good sources, good experience.”
According to the project coordinator T. Batzorig, “In a situation when management is concentrating on one idea or if only one person is guiding, the personnel skills are not improving and it is a waste of time to wait for creative initiatives. We have a tradition from the former centrally planned system of not to go beyond the assignment given by the managers. In other words, it is still a widespread phenomenon that just fulfills the task given by managers. We learned a lot of new management tools; to delegate the tasks. Delegating tasks to personnel or distributing it to them, managers will have time to concentrate on their own responsibilities such as how to set up organizational missions and objectives.”