LEADERSHIP AND MANAGEMENT

TRAINING FOR SHOP STEWARDS

OF THE CIVIL AVIATION
AUTHORITY

TRAINING REPORT
Submitted By

Eastern and Southern African Management

Institute,
Plot 52 Bombo Road.
P.O.BOX 824, KAMPALA, Uganda.

Tel: +256414254222/+256414343397

Email: esamiuganda@esami-africa.org/esamiug@esamiug.ac.ug;
www.esami-africa.org

SEPTEMBER 2019
Date: 20th September, 2019

To:
The Director Human Resources
Civil Aviation Authority
P.O. Box 5536,
Kampala, Uganda

Dear Sir,

RE: TRAINING REPORT FOR TRAINING SERVICES OFFERED TO THE

CIVIL AVIATION AUTHORITY

Reference is made to the tailor-made training in Leadership and

Management held at the ESAMI Centre Uganda for shop stewards of The Civil
Aviation Authority

Enclosed please find our Training Report.

Please do not hesitate to get in touch should you want any further
clarifications regarding this report.

Sincerely,

Eunice Ayebare Ndyagenda

COUNTRY COORDINATOR – UGANDA
 Table of Contents

1.0 INTRODUCTION AND BACKGROUND...........................................................2

1.1 Overview of the Training........................................................................2
1.2 Facilitation..............................................................................................2
1.3 Training Methods Deployed....................................................................2
2.0 TRAINING BREAKDOWN..............................................................................4
2.1 Objectives...............................................................................................4
2.2 Content...................................................................................................4
2.3 Participants.............................................................................................4
2.4 Timetable................................................................................................6
3.0 GENERAL EVALUATION OF THE TRAINING...................................................7
3.1 Participants Reactions............................................................................7
3.2 Recommendations from the Training.....................................................9
APPENDICES......................................................................................................10
Training Report – Leadership and Management Training for Shop Stewards

1.0 INTRODUCTION AND BACKGROUND

Civil Aviation Authority was created by an Act of Parliament in 1994 as a
state agency of the Ministry of Transport, Housing and Communication. As
of October 2016, it was under the Ministry of Works and Transport.

The mandate of the authority is to coordinate and oversee Uganda's

aviation industry, including licensing, regulation, air search and rescue, air
traffic control, ownership of airports and aerodromes, and Ugandan and
international aviation law. It also represents Uganda in an international
capacity within the aviation community and in all other aviation matters.

At the helm of managements’ initiatives in managing the CAA labor force

are the shop stewards who are the elected representatives of Union
members in the organisation. The main duty of these shop stewards is to
build up and maintain a strong discipline, progressive and informed
membership at the workplace. To effectively do this, shop stewards need
to apply excellent interpersonal relationship skills and Leadership skills to
communicate effectively with the union members.

In September 2019, The Civil Aviation Authority sought training

consultancy services to equip their shop stewards with Leadership and
Management skills.

This report documents the highlights of the training

1.1 Overview of the Training

ESAMI successfully conducted a three-day training for thirty-two (32) staff
in total from 11th -13th September 2019.

The Training was conducted at the ESAMI Uganda Centre in Kampala. The
training was conducted from 8:30am to 4:00 pm.

1.2 Facilitation
The Training was Facilitated by Mr. Ojok James, an ESAMI Consultant in
areas related to Human Resource Management.

1.3 Training Methods Deployed

The trainings were participatory, where by the facilitator encouraged
participants to share their experiences in reference to the various areas of
Training.
The methodology employed by the Facilitator included among others
group discussions, case study analysis and presentations in groups,
videos etc.
The participants in their evaluations found the training methods used to
be very engaging and interactive. These are positive attributes of adult

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Training Report – Leadership and Management Training for Shop Stewards

learning and a clear manifestation of customized methodology employed

by the ESAMI consultants.

Reviews and clarifications were made on each of the participants’

expectations. The Facilitator focused the learning experience to ensure
expectations were fully met.

2.0 TRAINING BREAKDOWN

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Training Report – Leadership and Management Training for Shop Stewards

2.1 Objectives
The general objective of this training was to empower the shop stewards
to create a positive impression and enhance their skills in handling union
members

2.2 Content
The following were the major sub-themes of this programme:

 Leadership and Change Management

 Financial Planning and Discipline
 Retirement Planning
 Discipline & Grievance Management

2.3 Participants
The Program was attended by 32 (Thirty-Two) participants listed below

N NAME POSITION
O

1 ASABA INNOCENT ASST TRANSPORT OFFICER

2 RUSYOKA RUBABANGIRA MARK SECURITY ASSISTANT

3 OKIA JACOB SHOPSTEWARD FIRE DEPT

4 LANGA SYLIVER VIP ATTENDANT

5 ATUHAIRE RONALD ASST SECURITY OFFICER

6 KARUGABA ROGERS DRIVER

7 KAKURU STEPHEN ASST SECURITY OFFICER

8 MUKISA E. BOGERE OPERATION AIR SIDE

9 DENNIS STEPHEN OLORO ECONOMIC REGULATION OFFICER

10 SEBIDDE QAASIM SHOPSTEWARD REGIOANAL AIRPORTS

11 SAMBYA DORCUS STORES ASSISTANT

12 NGABIRANO MODERN AIR TRAFFIC MGT OFFICER

13 ANDEKU BENARD ASST MARINE OFFICER

N NAME POSITION
O

14 JONATHAN OLIPAN STRATEGIC PLANNING OFFICER

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Training Report – Leadership and Management Training for Shop Stewards

AERONAUTICAL INFORMATION MGT

15 KIZITO DENNIS OFFICER

16 MUTYABA ABDULMAGIDUH REVENUE COLLECTOR

17 MUHWEZI GLORIOUS REVENUE COLLECTION ASST

18 KAKANDE ABDU PUPIL ENGNEER

19 KAMIZA PATRICK ROBERT OPERATIONS OFFICER

20 ARIO JULIET CUSTOMER CARE

21 OBANG RICHARD BIRD HAZARD & WILDLIFE CONTROL

22 AINEMBABAZI BETTY OFFICE ASSISTANT

23 OKURUT APOLLO FIRE OFFICER

24 ODUR THOMAS  AIR TRAFFIC MANAGEMENT OFFICER

25 KAFUKO MBAALE MATTHEW ASST MARINE OFFICER

26 KAZUNGU CHARLES ELECTRONICS TECHNICIAN

27 MUGAGGA DANIEL KADDU AIR TRAFFIC MGT OFFICER

28 KIBIRIGE MICHAEL M MGT ACCOUNTANT

29 MUHAIRWE ERASMUS AIR TRAFFIC MGT OFFICER

30 NATULE EVALYN BETTY SECURITY ASSISTANT

AERONAUTICAL INFORMATION MGT
31 NANSAMBA CAROLYNE OFFICER

32 KIWANUKA BENEDICTO RADAR SURVEILLENCE OFFICER

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Training Report – Leadership and Management Training for Shop Stewards
2.4 Timetable
The Pre-designed timetable was as below, the content was later modified to include some of the
participants’ expectations that had not been captured.

Time Wednesday Thursday Friday

11/9/2019 12/9/2019 13/9/2019
08.30-10.30 a) Registration and Discipline and Grievance a) Retirement: The why?
introduction Management b) Realities of Retirement
b) Course Pre-evaluation  Employee Disciplinary (interactive process)
c) Overview of the course procedures c) Retirement Planning and living
Management and  Employee Grievance in retirement
Leadership Procedure

BREAK TEA
11.00-13.00 Change Management, Financial Planning and Retirement Management
ethics, conflict of interest Discipline- Dual Career, Ideas- Experience sharing
and code of conduct absentee business owner and  Networking
financial independence  Community entry and
engagement
 Health
 Project and benefit
management
LUNCH BREAK
14:30-16:30 Management of Discipline, Retirement –Public Sector – Program Evaluation, Action Plans,
Conflicts and Team CASE STUDY AND DISCUSSIONS Closure
Building
BREAK TEA

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Training Report – Leadership and Management Training for Shop Stewards

3.0 GENERAL EVALUATION OF THE TRAINING

3.1 Participants Reactions

This feedback was provided via an evaluation form completed by

participants. The participants attended all the five days of workshop and
they were quite satisfied with this course.

Some of their general observations were that the training had been provided
in a friendly environment for discussions related to Leadership and
Management. They further added that the training has given them
opportunities to being more involved with what they do.
They appreciated the materials which they used during training because
they saw an opportunity to use the same to deliver some form of training for
their members.

A major comment was that the time of training should be increased; Some
felt the course was rushed however, they were thankful to CAA Management
for considering their activities by providing such a training.

They were satisfied with the training and they expressed their happiness
regarding the ethical behavior and professionalism of the trainer.

Feedback 01: The expectation of participants, as collected at the beginning

of the training program are summarized below
 Demonstrate excellent Leadership abilities and the ability to manage
personal change in all aspects of life.
 Acquire knowledge on life before and after retirement
 Manage dealings with the union members with courtesy and
professionalism.
 Handle and resolve grievances in a more professional manner.

As per evaluated data; 96% of the participants indicated that their

expectations and needs had been met by the programs. Only 4%
participants thought their expectation and needs were not completely met.

Feedback 02: The participants found that the training was well managed,
insightful with up to date training contents and provided excellent
information. Good communication skills and methodology of trainer provided
excellent opportunity to learn from and to exchange experience and

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Training Report – Leadership and Management Training for Shop Stewards

knowledge with other participants. It helped in better understanding the

subject matter and will be useful in practice.

Feedback 03: The participants rated the training excellent in terms of

content and methodology. Individual lectures were considered informative.
The training supporting materials and case studies were rated high, over
85%.

Feedback 04: The videos were very interesting and relevant. Case studies
were based on real context of Uganda and provided an opportunity to share
ideas and experience in a group work. Participants Presentations also
provided an opportunity to learn what others were doing and thinking about
the same problems.

Feedback 05: The Participants raised concerns during the training that the
Shop Stewards were newly elected but not inducted especially on how to
manage the Union and how Civil Aviation Authority. In addition, it was a
major comment shared by most that Union Leaders are not facilitated to do
their work.

Feedback 06: Another issue raised was that decisions of disciplinary the
committees were not sometimes respected by Management leading to legal
redress by aggrieved staff and that there is no clear framework for grievance
handling.

Feedback 07: The Participants felt that there was a limitation in employee
involvement and union engagement in matters that concern them.
Furthermore, the CAA Management takes decisions that affect staff without
discussing with Union leaders.

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Training Report – Leadership and Management Training for Shop Stewards

3.2 Recommendations from the Training

Below are the Recommendations as per the Facilitator and lessons learned
from the Training

1. The shop stewards need more training in management of Unions

and negotiations
2. There is need to form Grievance resolution framework and
systems in Civil Aviation Authority to help the union solve many
staff related issues before reaching management
3. Staff should be trained/supported to prepare for exits/retirement
through regular pre-retirement training and how to be financially
independent. This will reduce employee demands for more
wages
4. There is need for increased involvement and engagement of the
staff and union to promote tripartite relationship
5. Management should provide regular and timely feedback to
issues raised by the employee and the Union
6. Need for the Union leaders to benchmark with other similar
institutions on how Unions and managed.

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Training Report – Leadership and Management Training for Shop Stewards

APPENDICE
S

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