Humanities & Social Sciences
The Department of Journalism & Communication Launches two New Masters programs
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2 years agoon
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Jane AnyangoMakerere University’s Department of Journalism and Communication on Thursday 20th October 2022 launched the Master of Strategic and Corporate Communication and the Master of Journalism and Multimedia with a call on Management and Government to elevate the department to a school of Journalisms and Communication.
The department also reiterated the need for the university Management and government to support the department reposes the frequency for its training radio – the campus FM and to acquire equipment for practical teaching and learning.
“We want to turn into a school of Journalism and Communication in the next five years. Management is helping us to revive the campus FM and we hope our efforts yield results in the near future. We want to start a multimedia studio, revive our radio, and start a television and a newspaper”. The Head of Department Dr. Aisha Nakiwala reported.
Recalling the evolution of the department from what she described as an endangered state, the Dean School of Languages, Literature and Communication Dr. Saudah Namyalo recognised the brains behind the establishment and growth of the department including Prof. Gorretti Nansanga and Dr. William Tayebwa.
Dr. Namyalo hailed staff for raising the name of the department to a level where it is recognised as the best department training journalists and communicators in the country and Africa.
The Department currently has s 13 academic staff members holding PhDs and two in the pipeline. All these 13 PhD have gone through the hands of these people, similarly one of the long serving members of the department is Dr. Adolf Mbaine. The challenge now is to move from PhDs and work towards becoming professors”, Namyalo emphasised.
As bigger strategy to revolve into a research led school and department, Namyalo reported that the school was still a number of writing a number of graduate programs adding that already one a masters in French language and French studies had been launched while another in Germany studies was underway.
Launching the programs, at the Senate Telepresence Conference Room, the Deputy Vice Chancellor in Charge of Academic Affairs Assoc. Prof. Umar Kakumba hailed the department and all stakeholders for the laborious, rigorous and widely consultative process from the conception, development up to the final approval.
“Both programmes are timely in various ways. On one hand, they are an apt response to the critical need for practical skills in the market place where communication, as a crosscutting discipline, calls for specialized knowledge and abilities to support the functioning of any organisation or society.
On the part of the media, as we all know, the field has evolved from traditional journalism as we knew it, to one of cutting-age innovation. For today’s journalists to be worth their name and calling, they must embrace the new skills and tools very fast”.
Kakumba noted that the two Masters programmes find the university at the heels of the centennial celebrations and at the threshold of its transition towards a research-led institution.
He commended the Department for leading in its field by not only equipping students with knowledge and practical skills, but also designing graduate programmes that include a rich research component aimed at building a community of highly trained researchers and professionals that can provide evidence based solutions to real problems in society.
“Our graduates from Makerere should be people that are sensitive to the needs in society, and who provide solutions. Strategic communication professionals, journalists, and the media are powerful resources for mobilizing the pubic and holding leaders at different levels accountable.
The Department of Journalism and Communication has provided leadership in this regard by arming students with tools that make them relevant in a rapidly changing media and communication environment, and a society that is desperate for transformative ideas and information”, Kakumba explained
Kakumba reassured the Department that management, will continue to support her growth so that, with adequate resources and clout as a unit, they continue to innovate and develop more programs that have a tangible positive impact on the industry and in society as a whole.
He said management had engaged the Minister for ICT and National Guidance Dr. Chris Baryomunsi on the restoration of the campus frequency adding that the minister had already directed the Uganda Communications Commission to expedite the process.
Importance of Strategic and Corporate Communication
While delivering the key note address, Alumnus Gloria Sebikali from the Uganda Petroleum Authority stressed the importance of strategic communication in translating community, societal and country’s aspirations to reality.
Strategic Communication according to her, must support the achievement of the organisation’s goals and the country’s development aspirations, address the challenges related to creating awareness in order to achieve sustainable development and the related global development issues.
It must focus on strategies to address the information gaps, misinformation, and disinformation. And it is important to link the classroom learning to present day practice, Use the alumni to enhance the curriculum as the programme is implemented.
Unlike the past, Sebikali observed, strategic communication is beginning to take center stage with ministries, private sector institutions and parastatals establishing independent and professional communication units benchmarked on other corporate entities.
“The communications function is increasingly part of management, and is gaining recognition as a strategic function. This makes the Masters programme in Strategic and Corporate Communication even more relevant.
The programme must prepare and enable communication professionals to understand the role of strategic communication in achieving organisation objectives, and the overall development aspirations of the country”, She explained
Sebikali explained that with the rise in technological developments and the various new media platforms, strategic communication offers pathways for institutions to remain responsive to the changing needs of stakeholders, and the communication landscape.
“For instance, we no longer have to wait for the dailies to receive breaking news, or a report to hear about an incident on the community or the 8pm news to hear about what is happening.
She observed that the COVID 19 pandemic showed us the possibilities, and importance of technology in facilitating communication. Just think of how many webinars, e-conferences, and meetings you attended prior to the pandemic. Even with the lifting of the lock downs, live streaming and e-events continue to be the norm. Technology has, therefore, changed the communication landscape, and the profession must be even more dynamic in utilizing technology to achieve strategic communication”, She added
Strategic Communication according to Sebikali is a broad field which integrates different specializations in the communication arena, including marketing and advertising, brand management, media relations, public relations and stakeholder management, social responsibility, or corporate social investment.
Equally important is that it explores the capacity of all organizations – not only corporations, but also not-for-profit organizations (including advocacy and activist groups) and government—for engaging in focused communication while ensuring that communication is purposeful and contributes to the achievement of the organization’s mission.
The MA in Strategic and Corporate Communication, Sebikali elaborated has a task of equipping the students with the knowledge and skills to further cement the value and place of communication as a strategic function within all institutions. We must strive to maintain our seat at the table, not only by demanding for it, but by showing the value of communication in achieving the organisation’s strategic goals and objectives.
She noted that the programme incorporates the different facets of strategic communications, with a mix of theory, research, practice, and multimedia approaches with the current trends related to global communication and health and environment communication covered.
“I want to also emphasize the importance of public diplomacy, as an added area for consideration. This course must equip the students with the required skills and knowledge that are in tune with the current issues, and technological developments.
We all know that the world is a global village. Therefore, for communication to be strategic, it must also be in tune with the current issues that the world is grappling with, many of which are summarised in the sustainable development goals”, Sebikali said.
Strategic communication Sebikali emphasised must address the challenges related to creating awareness in order to achieve sustainable development. It must also address the information gaps, the misinformation and disinformation.
Some of the issues she highlighted include the oil and gas sector, discussions related to climate change, the energy transition, environment and biodiversity protection, technological developments and social issues that are taking center stage.
Sebikali stated that it is important that the curriculum goes beyond building knowledge in the classroom, to giving the students practical skills to enhance their professional visibility. Accordingly, she explained, it is not enough to be equipped with knowledge, but be able to apply the knowledge to address communication challenges, and bring additional value.
In addition, she went ahead to state that the curriculum should also emphasize practical training and the current practice of strategic communication in different spheres and sectors. For Masters’ courses, whereas there is no space or time for internships, the faculty can encourage workplace mentors.
The Department of Journalism according to Sebikali was home to many professionals that are leading strategic communication in different entities, and can, therefore, be resourceful in linking the classroom learning to present day practice. Use the alumni to enhance the curriculum as you implement the programmes.
As the country advances to middle income status, strategic communication is required to translate the country’s development aspirations across all sectors and to all stakeholders. We therefore must play our role, and continue preparing both the current and next generation of communicators to be up to the task.
The Master of Arts in Strategic and Corporate Communication
The “Master of Arts in Strategic and Corporate Communication”, was be implemented this academic year 2022/2023. The programme is designed to develop academic knowledge as well as practical skills in the practice of strategic communication that includes public relations, corporate communication, integrated marketing communication, and development communication. The programme was conceived as a result of the ever-increasing demand for advanced training in the aforementioned areas of strategic communication.
Whereas the current approach to communication training at graduate level has tended to focus on journalism and media studies, there has been a growing demand for graduates who are competent in behavioural, social, and development communication aimed at addressing livelihood conditions at different levels of society. Such graduates would be better prepared to apply their communication skills and knowledge to support efforts to improve livelihoods in areas such as health, environment, agriculture, population, education, economics, human rights, and several others.
Similarly, the growth of the corporate and public sectors in Uganda and beyond, over the last decade, has brought communication at the forefront of business and public service delivery. Companies and organizations in the public, private and non-governmental sectors are investing more of their resources in a variety of strategic communication approaches as a means of promoting their values, marketing their products and services, engaging with their stakeholders and clients, engaging with communities through corporate social responsibility, and building as well as maintaining their public image.
In offering this programme, the Department recognizes that the many strategic communication approaches referred to herein – public relations, corporate communication, integrated marketing communication, media relations and development communication – draw from a related set of theoretical and conceptual premises. This programme therefore aims to integrate the teaching of the above areas of communication practice so as to better prepare students for work in this dynamic profession.
Upon completion of the programme, graduates will be employed in a variety of jobs in the wide scope of strategic and social change communication. More specifically, graduates who complete this programme will be ready to earn employment in jobs such as: communication policy consultant, communication manager, public relations director, communication researcher, academic employee, corporate affairs manager, communication officers, advertising account managers, health educator, health communication planner, media planner, special event manager, social media content creator and manager among others.
The courses on offer include: Corporate Communication; Communication Ethics, Policy and Regulation; Communication for Development; Global Communication; Social Media Management; Media and Communication Research Methods; Media and Communication Theory; Health and Environment Communication; Integrated Marketing Communication; Information, Communication and Knowledge Management; Crisis Communication
The Master of Arts in Journalism and Multimedia
The programme “Master of Arts in Journalism and Multimedia”, was conceived to ensure that graduate students develop journalistic skills in a multimedia context. In so doing, the programme prepares students to respond to the new professional realities and to meet the expectations of the market.
With the advent on social media and new online tools, the field of journalism and multimedia has gained significant popularity and relevance in today’s rapidly changing world. This programme puts emphasis on the current and changing trends in the online journalism and multimedia world to allow students to connect better with ongoing and future demands in the industry.
On successful completion of this programme, graduates will have acquired the intellectual ability, knowledge and skills in various aspects of journalism, multimedia and communication. Graduates will be able to engage critically with contemporary issues relevant to the political, social and cultural roles of journalism, media and communication in society. They would have the skills to investigate the quantitative and qualitative approaches necessary for analysing all aspects of journalism and media practice.
The programme targets practitioners in the areas of journalism and multimedia to enable them acquire advanced knowledge and skills to enhance their practice. It also aims to enlarge the cadre of people with the knowledge and skills to engage in academic inquiry, research and publication in the fast-growing field of journalism and multimedia.
Graduates of the programme will be ready to earn employment in jobs such as: print journalists, online journalists, broadcast journalists for radio and television, media consultants, media policy and regulation consultants, research careers in journalism and multimedia, academic employees, corporate affairs managers, communication officers, media planners, social media content creators and managers among other emerging fields.
The courses on offer include: Digital Journalism and Communication; Business and Financial Journalism; Global Journalism; Communication Graphics; Investigative and Precision Journalism; Media, Governance and Human Rights; Media Economics; Media and Communication Research Methods; Advanced Multimedia Production; Information, Communication and Knowledge Management; Media and Communication Theory; Media Policy and Institutions.
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Humanities & Social Sciences
Mak HR Chief Emphasizes the Role of Line Managers in Organizational Success
Published
1 day agoon
November 5, 2024By
Jane AnyangoMakerere University’s Chief Human Resource Officer, Deus Tayari Mujuni, highlighted the critical role of line managers in ensuring the successful execution of university strategies and goals during a retreat organized by the College of Humanities and Social Sciences (CHUSS) at Nican Resort from November 1-2, 2024. The retreat focused on human resource policies, the work environment, and employee well-being.
In his address, Mujuni reminded line managers of their responsibility to oversee employees effectively, appreciate their contributions, and maintain a conflict-free environment to foster collaboration and productivity. “Line managers must lead by example, identifying key roles within their teams and supporting each member’s contribution to organizational goals,” Mujuni stated.
Mujuni outlined several key aspects of Makerere University’s updated human resource policies, including the roles of the HR Directorate, line managers, and the amended 2009 Human Resources Manual. This manual consolidates all HR policies and practices into one reference document, defining the rights and responsibilities of both the university and its employees.
According to Mujuni, the HR Directorate’s responsibilities encompass recruiting and training staff, conducting performance appraisals, managing grievances, and planning future workforce needs. “Our role is to attract, develop, and retain an effective workforce that aligns with the university’s strategic objectives,” Mujuni explained, adding, “If we are to manage HR, every person must contribute. The total budget of the university is 331 billion, but what goes to staff is 221 billion, meaning we must show that the university is working, and we have to account for it.”
In accordance with recent policies, line managers must identify gaps in capacity, declare vacancies promptly, and adhere to set guidelines for short-term contractual appointments. The University Council resolved in May 2024 to limit salary payments and contract staffing expenses, which will now strictly fall under the wage budget to ensure efficient allocation of funds for essential functions such as teaching and research. “No more contracts for part-time staff. Line managers are asked to abide by the policy, and there must be a structure, a budget, and a vacancy.”
Mujuni also underscored the importance of the HR Manual in guiding employment procedures. “This manual governs the entry, stay, and exit of staff, covering recruitment, appraisals, promotions, and leave management,” he emphasized. He discussed various leave policies, including study leave and maternity leave, and the roles of line managers in leave approvals, monitoring, and reporting.
“Staff who go on study leave have become a thorny issue. Some staff leave and never return or finish their studies, remaining on the payroll. Going forward, no staff should go on study leave unless they have served for a minimum of two years, and a circular is coming out on this,” he said.
Mujuni noted that the university has faced scrutiny from the Parliamentary Committee on Accounts, as 40% of the academic staff in some colleges have not returned even after their study programs expired. He warned heads of departments to be careful about endorsing signatures for study leaves.
Performance management, a key component of the university’s human resource strategy, aims to foster a high-performance culture. Line managers are tasked with aligning individual staff objectives with the university’s goals and conducting systematic appraisals to monitor progress. “We ensure staff contribute and are happy. The biometric system did not come to harass staff but to improve performance. I encourage all of you to key in tasks if you are to be away, but ensure your supervisors approve,” Mujuni added. He also urged line managers to understand their roles, appreciate individual efforts and interests, and avoid conflicts.
Additionally, Makerere University places a high priority on employee safety, following the Occupational Health and Safety Act of 2006. “We are committed to providing a safe working environment, reducing risks, and offering necessary safety training,” Mujuni said.
Mujuni further explained that the university’s disciplinary guidelines require employees to adhere to both Ugandan laws and Makerere’s policies. Misconduct may result in corrective actions such as written reprimands, suspension, or dismissal. Additionally, line managers are required to submit accurate monthly attendance reports to avoid discrepancies in payroll, as noted in a University Appointments Board directive.
Through these reinforced policies and a focus on strong management, the HR Chief stated that Makerere University aims to enhance staff engagement, productivity, and adherence to a high-performance standard across all departments.
Humanities & Social Sciences
CHUSS Management and Staff trained in Leadership and Office etiquette
Published
1 day agoon
November 5, 2024By
Jane AnyangoThe College of Humanities and Social Sciences (CHUSS) management team—including principals, deans, heads of departments, and administrative support staff—participated in a training retreat which included aspects of leadership and office etiquette. The retreat, held on November 1-2, 2024, at Nican Resort Hotel in Entebbe, was part of the college’s ongoing efforts to foster professional growth and enhance workplace culture.
The training featured sessions on Leadership for Hope led by Ivan Kalema, and Office Etiquette presented by Dr. Gilbert Gumoshabe.
Leadership for Hope with Ivan Kalema
Ivan Kalema is a seasoned trainer who works with boards, organizations, and senior management, offering a transformative program called Leadership for Hope. With a background in engineering and finance, he found his path into corporate governance through the mentorship of a gentleman named Japheth Cuttle, who introduced him to this vital subject.
As a certified trainer for Leadership for Hope, Ivan collaborates with emerging leaders from the UK and has partnered with Marks & Spencer, a global company with operations across various regions, including Africa. His program aims to inspire individuals at all levels, driven by the belief that the principles of leadership are universal. Just as the law of gravity applies to everyone, so too do the principles of leadership resonate, whether he is speaking to professors or schoolchildren. He often shares insights that can help students enhance their academic performance, illustrating that effective leadership principles are accessible to all.
Ivan emphasizes that sustainable change cannot occur without effective leadership. “You cannot create sustainable change or transformation wherever it is without leadership,” he asserts, highlighting the necessity of cultivating leadership in order to effect meaningful change. This is a cornerstone of his message, encouraging participants to envision and create the change they desire, especially when faced with chaos or stagnation.
“A leader is a dealer of hope. In leadership, you must encounter situations of hopelessness. In homes, workplace, you will encounter the wall of hopelessness manifested in different forms no matter where you come from, which association, faith, school you went to”
A common misconception about leadership is that it is merely a position held by those with the highest rank or specific family ties. Ivan challenges this notion, arguing that true leadership is not defined by one’s background but rather by the application of essential leadership principles. He advocates for a mindset transformation, explaining that adopting specific leadership mindsets is crucial for personal and professional growth. He likens these mindsets to railway tracks built in our minds, guiding how we navigate our lives and influence our stories.
“The ship is safest at the shore of the lake, but it is not built for the shores, it is built for the high seas. By the same means a leader is created for crisis. A crisis is what separates boys from men and girls from women. A leader is not meant for good times, but for hard times- It is called a defining moment”
Central to Ivan’s philosophy is the idea of ownership over one’s narrative. He believes that everyone has a unique story, shaped by various experiences and factors, some of which may be beyond their control. “Leadership is getting hold of the pen that is writing your story,” he tells his audience. If individuals do not take charge of their narratives, they risk allowing others to dictate their stories—often with selfish motivations. He echoes Chinua Achebe’s sentiment that “until the lions begin to write their stories, the stories of the hunt will always glorify the hunter,” reminding participants of the importance of sharing their truths.
Referring to story of David and Goliath in the Bible 1samuel 17, Kalema told attendees that the greatest challenge in leadership progress is your immediate territory friends and that every leader should be aware. Success, according to Kalema is 80% showing up. David showed up and overcame Goliath.
As he concluded his session, Kalema laid out the four levels of leadership that guide personal and communal development: leading oneself, leading relationships, leading teams, and leading organizations or communities. Each level builds upon the last, creating a framework for effective leadership that extends beyond individual success to encompass broader societal impact.
Through his Leadership for Hope program, Ivan Kalema empowers individuals to take ownership of their stories and inspire change in their communities. By fostering a culture of leadership rooted in universal principles, he believes that everyone can contribute to a brighter, more hopeful future.
He described a leader as person who has a vision, the ability to influence, a risk taker, problem solver and decision taker. He emphasized the need for all to uphold good leadership- the sacred trust held on behalf of others. He thus defined;
“Leadership as the ability to create a story that affects the thoughts, feelings and actions of others” Kalema challenged staff that no matter where they are born, status, rank,etc they can create a story to transform the world. Kalema refers to Martin Luther King and advises that:
If you cannot be the sun, be a star because it is not by design that we all fail. If you cannot be Vice Chancellor at least be the best in you department. If you cannot be a forest, be a bush so that rats hide there. If you cannot be a highway, be a path so that those looking for a short cut can pass there. If you cannot be a river, atleast be a stream so that a woman who cannot afford national water can get the water in this stream. If you cannot be a fridge, be a pot….
Office Etiquette: A Call for Professionalism and Transformation
Dr. Gilbert Gumoshabe advocated for professional conduct in the workplace and emphasized the importance of office etiquette during his training session aimed at fostering professionalism among employees. He reminded participants that while offices are permanent, those who occupy them are often temporary, underscoring the need for individuals to use their positions to drive societal transformation.
Gumoshabe defined office etiquette as a set of unwritten rules that guide employees in practicing professionalism and politeness, noting that these norms can vary from organization to organization. He explained that respectable office etiquette is crucial for building strong relationships with subordinates, colleagues, and clients, including students and parents, ultimately helping employees advance their careers.
“First impressions matter,” Gumoshabe stated, cautioning that people are often judged more quickly for bad behavior than for good. He outlined several key behaviors essential for maintaining professionalism in the workplace, including effective time management, appropriate dress codes, managing expectations, and being mindful of others.
He encouraged employees to communicate politely and respectfully, reminding them to greet colleagues and respect each other’s workspaces. “Being professional includes maintaining personal boundaries,” he noted, urging attendees to keep personal issues private and to remain focused on their professional responsibilities.
Gumoshabe stressed the significance of punctuality, sharing anecdotes about past mentors known for their reliability. He challenged attendees to consider how often students are left waiting, sometimes for hours, due to poor time management. “Being punctual says a lot about your commitment,” he remarked.
He also advised employees to dress appropriately for their roles, explaining that the impression created in the workplace lasts long after first interactions. “When shopping, consider what you wear; it reflects your professionalism,” he said, encouraging attendees to be intentional about their appearance.
The training emphasized the importance of clear communication regarding job expectations. Gumoshabe encouraged employees to approach their supervisors directly, fostering transparency and minimizing misunderstandings. “Do not let rumors dictate your understanding of your role,” he advised.
Moreover, he urged attendees to avoid gossip and negative talk about colleagues or superiors, as this can create a toxic work environment. Instead, he advocated for maintaining a friendly and respectful demeanor towards all staff members.
Being available and considerate of others in shared workspaces is another crucial aspect of office etiquette highlighted by Gumoshabe. He cautioned against being inconsiderate, such as playing loud music in shared offices or keeping colleagues waiting unnecessarily.
Access to information was also a key topic, with Gumoshabe stressing the importance of confidentiality in the workplace. “Do not share sensitive information outside the office,” he warned, noting that such breaches can lead to serious repercussions.
He concluded his session by highlighting the need for employees to actively engage with colleagues, remember their names, and communicate effectively. “Be a good listener and take the time to understand the issues at hand before responding,” he advised, reinforcing the idea that professionalism in the workplace not only fosters personal success but also contributes to a positive and productive organizational culture.
Humanities & Social Sciences
Mak Develops New Digital Timetable and Attendance Systems to Enhance Efficiency
Published
1 day agoon
November 5, 2024By
Jane AnyangoIn a significant step towards improving operational efficiency, Makerere University is implementing new systems for digitizing timetables and monitoring student attendance. The initiatives were announced during a recent retreat held by the College of Humanities and Social Sciences (CHUSS) at Nican Resort on November 1-2, 2024.
Dr. Cyprian Misinde, the Director of Quality Assurance, outlined the university’s plans for a comprehensive Student Attendance Management System (SAMS), which aims to replace cumbersome manual roll calls with a streamlined digital solution. “The motivation for developing the e-timetable is to streamline processes across the university,” Dr. Misinde stated. “Our strategic plan focuses on digitizing university operations, which we have successfully started with several systems, including financial management and student records.”
During the retreat, staff participated in discussions led by the Directorate of Information and Communication Technology Services (DICTS) on e-timetabling and biometrics. Presentations also covered vital topics such as quality assurance and human resource policies. “We are aiming for a more efficient timetable system that helps allocate teaching spaces appropriately and reduces clashes,” Dr. Misinde explained.
The current manual timetabling process has been described as cumbersome, creating challenges in managing lecturer workloads and classroom allocations. “Digital timetabling will eliminate these problems, providing a permanent schedule that minimizes changes,” Dr. Misinde added. This system will also generate reports on classroom usage and teaching loads, facilitating better resource management.
In addition to the e-timetable, the SAMS is currently under pilot testing, aiming to enhance attendance tracking for both students and staff. Dr. Misinde emphasized the importance of monitoring attendance, stating, “Our policy requires students to attend at least 70% of lectures before they can sit for exams. This system will allow us to track attendance digitally and generate reports for quality assurance.”
Mr. Juma Katongole, Principal Information Systems Officer at DICTS, elaborated on the advantages of the e-timetable, which integrates with the existing Academic Management Information System (ACMIS). “The new system allows for central management of timetables, reducing conflicts and ensuring rooms are allocated efficiently,” Katongole noted. “It will support heads of departments while improving the overall timetabling process.”
As for the implementation timeline, Katongole indicated that while functionality has been developed, some colleges are further along than others. “Most colleges have nearly completed their timetabling processes, but we aim to refine the system for wider deployment by next semester,” he said.
Both Dr. Misinde and Katongole acknowledged the unique challenges presented by CHUSS due to its large student and staff population, as well as the diverse programs offered across various disciplines. “Understanding the dynamics within CHUSS is crucial as we implement these systems,” Dr. Misinde remarked. “We are committed to continuous feedback from staff to ensure our systems meet the unique needs of the university.”
Makerere University is poised to enhance its operational efficiency significantly through the introduction of digital systems for timetabling and attendance management, marking a progressive step towards modernizing its academic administration. The ongoing feedback and adaptation process will be essential to address the specific challenges faced by different colleges within the university.
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