The Nation Newspaper

Tag: MANAGEMENT

  • Headway for Parkinson’s disease management

    Headway for Parkinson’s disease management

    Parkinson’s disease, which is a degenerative disease of the nervous system, can now be better managed as Nigerian doctors receive training.

    According to a neurologist at Apollo Hospital, India, Dr. Pushpendra Renjen, there is a new technology called ‘Deep Brain Stimulation (DBS)’ surgical procedure, in which the implant is inserted into the brain of patients to improve their quality of life.

    Renjen, who spoke at a Continuing Medical Education (CME) organised by Diamond Helix Medical Assistance Limited in Lagos, said Nigerians suffering from movement disorders, especially Parkinson’s disease, would now get a new lease of life.

    Symptoms of the disease, he said, are tremour, stiffness and slow movement of the body.

    He said: “The causes of the disease are unknown. The risk factors are age, heredity and smoking. Adults, who are 60 years and above, are most vulnerable to the disease. Parkinson affects more people from 60 years and it is very common in male than female. For patients from 40 years, the disease is called young Parkinson’s disease. But, when it starts in an adult above 60 years, it is referred to as Parkinsonism or Parkinson’s disease.”

    Renjen, who is a senior neurologist, said there were advances in the last 20 years to improve the quality of life of the patients by 60 per cent.

    He continued: “Researches on the disease are ongoing across the world to ensure better management of the disease. There is headway in the long term treatment of the disease. But, there is no cure for the disease despite all that is available to the world today.”

    He said the disease, which was first described by Sir James Parkinson in 1880s, can be managed with DBS. “It is a safe procedure, which is done by placing the implant into the deep area of the brain where the tremor comes from. More than 100 patients have had the DBS procedure in our hospital. About 20 of them are from Nigeria and the results were excellent.

    “This is a major improvement in the treatment of movement disorders associated with Parkinson’s disease. We achieve between 70 to 80 per cent of stop tremour and other conditions in the patient with only small dosage of drugs given,” he said.

    He said DBS can last a lifetime, but doctors should be careful to avoid infection while inserting the implant.

    Besides, it has a chargeable battery, which lasts for about five years while non-chargeable ones last for about 12 years.

    Renjen said the implant and treatment cost about N2 million. “The implant, which is manfactured in the United States, can also be used for epilepsy management. There are drugs for epilepsy, which are not in Nigeria,” he added.

    He said patients with DBS now enjoy 80 per cent of tremor reduction, which is an improvement, adding that 65 per cent of Parkinson’s disease can be controlled with drugs.

  • Val’s time management- between the rock and a hard place

    Welcome to the ‘Adventures of Professor Val’. For some weeks now, we have been learning from the experience of Professor Val at an international conference where he displeased the audience by using the time allotted to him. Ironic, isn’t it? He got into trouble for doing the ‘right thing’! So, we have been trying to find out what went wrong. Last week, we examined how Val tried to load his audience with too much information. As Bolade, one of the dear readers of this column put it in his message, Val wanted to make a ‘professor’ out of the audience. We identified that he obeyed the rule which says, “A speaker must earn the right to speak to his/her audience by being knowledgeable”. He was, however, ignorant of the exception to the rule, which says, “You cannot teach people in a moment what you learnt in a lifetime”.

    Today, we shall examine another critical element of public speaking that worked against Professor Val. This element is time management. If you have been following the story, you will recall that Val was invited to deliver a one-hour presentation and he did just that. How can we then accuse him of time mismanagement?

    So far in this column, we have presented our dear Professor as the villain of the story but this time, I want us to see him as the victim. Put yourself in his shoes. What would you do if you signed a contract to speak for one hour and have been paid, yet the audience got tired after 35 minutes? Would you hastily conclude your presentation to please the audience and face possible refund, or would you bore the audience to sleep to justify the money? Professor Val was definitely between a rock and a hard place?

    As it has become our tradition in this series, we shall state the rule Professor Val obeyed, after which we shall discuss the exception to that rule. Professor Val obeyed the rule which says, “A speaker must be mindful of time and limit his/her presentation to the time allotted”. Since we have already established last week that Val had too much to say with too little time to say it, we applause him for managing to keep to the one hour. Nevertheless, he neglected the exception to the rule which says, “A speaker must finish speaking before the audience has finished listening”.

    We cannot overemphasize the fact that a speaker’s success or failure is determined by the audience. If you have the most important information to pass across and the audience isn’t interested in listening, what do you do? A speaker must always keep in mind that audience satisfaction is paramount. In the case of Val, here are a few things we should learn:

    • No organiser likes a sleep audience: Val may have merited his contract-fee by completing his one hour, but guess what will happen when next the organizer is shopping for a speaker? He would definitely be bypassed because he failed to connect with the audience. This fact makes it easy for us to see that completing our allotted time is not as important as communicating with our audience. We shouldn’t get carried away with time; we must focus on our audience.
    • Learn relative importance: relative importance generally means measuring the significance of something in relation to something else. A speaker must learn to measure the significance of his/her presentation in relation to the time given. If you are given one hour to discuss an activity you carried out for five years, then you know that you have to select only the important aspects of it. If you have just five minutes to contribute to a discourse, you must leave out history and procedures. Begin with the most important aspect, and if there is some time left, highlight the procedure.
    • If they don’t feel you, draw them out: when Professor Val realised that he wasn’t communicating with his audience, he should have used a lot of illustrations to make his point. Illustrations always simplify seemingly complex issues. Also, he should have engaged them by turning the rest of his time to a discussion session. He could have asked questions and let them respond, and also allow them to ask him questions.

    Time management is not only when we don’t exceed the time we are given; it is more importantly our ability to know the right time to stop. We still have a lot to learn from Professor Val. Please join me again next week, by the grace of God, as we explore further. I look forward to hearing from you.

  • Val’s time management- between the rock and a hard place

    Welcome to the ‘Adventures of Professor Val’. For some weeks now, we have been learning from the experience of Professor Val at an international conference where he displeased the audience by using the time allotted to him. Ironic, isn’t it? He got into trouble for doing the ‘right thing’! So, we have been trying to find out what went wrong. Last week, we examined how Val tried to load his audience with too much information. As Bolade, one of the dear readers of this column put it in his message, Val wanted to make a ‘professor’ out of the audience. We identified that he obeyed the rule which says, “A speaker must earn the right to speak to his/her audience by being knowledgeable”. He was, however, ignorant of the exception to the rule, which says, “You cannot teach people in a moment what you learnt in a lifetime”.

    Today, we shall examine another critical element of public speaking that worked against Professor Val. This element is time management. If you have been following the story, you will recall that Val was invited to deliver a one-hour presentation and he did just that. How can we then accuse him of time mismanagement?

    So far in this column, we have presented our dear Professor as the villain of the story but this time, I want us to see him as the victim. Put yourself in his shoes. What would you do if you signed a contract to speak for one hour and have been paid, yet the audience got tired after 35 minutes? Would you hastily conclude your presentation to please the audience and face possible refund, or would you bore the audience to sleep to justify the money? Professor Val was definitely between a rock and a hard place?

    As it has become our tradition in this series, we shall state the rule Professor Val obeyed, after which we shall discuss the exception to that rule. Professor Val obeyed the rule which says, “A speaker must be mindful of time and limit his/her presentation to the time allotted”. Since we have already established last week that Val had too much to say with too little time to say it, we applause him for managing to keep to the one hour. Nevertheless, he neglected the exception to the rule which says, “A speaker must finish speaking before the audience has finished listening”.

    We cannot overemphasize the fact that a speaker’s success or failure is determined by the audience. If you have the most important information to pass across and the audience isn’t interested in listening, what do you do? A speaker must always keep in mind that audience satisfaction is paramount. In the case of Val, here are a few things we should learn:

    • No organiser likes a sleep audience: Val may have merited his contract-fee by completing his one hour, but guess what will happen when next the organizer is shopping for a speaker? He would definitely be bypassed because he failed to connect with the audience. This fact makes it easy for us to see that completing our allotted time is not as important as communicating with our audience. We shouldn’t get carried away with time; we must focus on our audience.
    • Learn relative importance: relative importance generally means measuring the significance of something in relation to something else. A speaker must learn to measure the significance of his/her presentation in relation to the time given. If you are given one hour to discuss an activity you carried out for five years, then you know that you have to select only the important aspects of it. If you have just five minutes to contribute to a discourse, you must leave out history and procedures. Begin with the most important aspect, and if there is some time left, highlight the procedure.
    • If they don’t feel you, draw them out: when Professor Val realised that he wasn’t communicating with his audience, he should have used a lot of illustrations to make his point. Illustrations always simplify seemingly complex issues. Also, he should have engaged them by turning the rest of his time to a discussion session. He could have asked questions and let them respond, and also allow them to ask him questions.

    Time management is not only when we don’t exceed the time we are given; it is more importantly our ability to know the right time to stop. We still have a lot to learn from Professor Val. Please join me again next week, by the grace of God, as we explore further. I look forward to hearing from you.

  • Ekiti teaching hospital staff trained abroad on patient management

    Ekiti teaching hospital staff trained abroad on patient management

    Thirty-four members of staff of Ekiti State University Teaching Hospital (EKSUTH) have undergone a five-day training to equip them for better service delivery.

    The training, which was organised by JFC Training College, London, United Kingdom, was aimed at making the workers imbibe new techniques in handling patients and conforming with the basic international health and safety regulations.

    In most of the health institutions in Nigeria, nurses, physiotherapists and doctors move patients in bed, wards and around the hospital manually, which poses problems to the staff and the patients.

    Moving and handling patients requires techniques which would also reduce the rate at which doctors, nurses, physiotherapists and other caregivers complain of backache while health workers should also be protected against infections.

    A team of resource persons who are experts in the fields of health and social care, first aid health and safety among others took the EKSUTH workers through practical and theoretical aspects of handling patients in line with modern practices.

    At the certificates presentation to the participants, Programme Facilitator, Prince Bisi Oyedele, described the performance of  workers during the training as “fantastic.”

    He said having undergone the training, EKSUTH workers are now competent to practise what they have learnt and urged the hospital management to provide them with equipment.

    The class governor of the participants, Dr. Taye Ige, thanked the management for organising the training, describing EKSUTH Chief Medical Director, Dr. Kolawole Ogundipe, as a “man of vision who stands by his words and a man who wants results.”

    Ige also extolled the virtues of the facilitator whom he described as “a good teacher and a man dedicated to knowledge.”

    Some staff said the training has empowered them and opened their eyes to the best new practices in handling patients.

    Dr. Emmanuel Toyin Adeleye of the Department of Internal Medicine said the training was all-encompassing and timely, noting that it has enriched their knowledge to add value to healthcare delivery.

    He continued: “The training was all-encompassing; it’s like meeting the needs of the time, getting the participants abreast of what’s needed on patient management.

    “This type of training is bringing us on the front page like other centres of excellence on patient management. It is beneficial to the community, to the hospital and to the workers.”

    Mrs. Abimbola Aladete of the Department of Paediatrics said training was very interesting.

    She said it was packed with various teachings on health and support, legal implications on injuries that can be sustained by patients, moving and handling of patients by means of instruments not common in the country.

    Mrs. Aladete said: “We have been here between Monday and Friday mornings and evenings. They are things we have known before but taking new shape makes us to see the programme as not tiring.

    “We learnt new techniques about first aid, essential treatment that can be given to people, even neighbours when faced with emergencies. We are privileged to be part of this programme.”

    Programme Facilitator, Prince Oyedele, in a chat with The Nation said the skills and knowledge gained at the training would positively rub off on EKSUTH as participants are expected to share knowledge with co-workers.

    Oyedele said further: “It is not just about moving and handling patients around, we have international best practices on health and safety, first and both theory and practical aspects.

    “This week has been so fantastic; you can see that they really need this in terms of their cooperation and patience in this class.

    “We have doctors, consultants, pharmacists, physiotherapists, laboratory technicians and virtually every department has been touched including security of environment of themselves and that of patients.”

    EKSUTH CMD, Dr. Ogundipe, said training and retraining of staff occupy a front burner in his development agenda for the health institution even though little resources are available in the state at present.

    He said: “We appreciate the fact that we don’t have so much resources in Ekiti State but we admit that in terms of healthcare delivery, Ekiti State is better than many of these states that have resources.

    “That is why we have put up this training, in some places, they have equipment but no manpower while in others they have manpower but no equipment.

    “We are discussing with the governor and he is excited to make this hospital comply with the latest trends. We have also made calls to philanthropists home and abroad.

    “Our aim is to ensure that all the staff are trained towards handling patients and those trained now will also help train others.

    “We are able to ask for  more people to be trained to so that the rest can benefit.”

  • Val’s time management- between the rock and a hard Place

    Welcome to the ‘Adventures of Professor Val’. For some weeks now, we have been learning from the experience of Professor Val at an international conference where he displeased the audience by using the time allotted to him. Ironic, isn’t it? He got into trouble for doing the ‘right thing’! So, we have been trying to find out what went wrong. Last week, we examined how Val tried to load his audience with too much information. As Bolade, one of the dear readers of this column put it in his message, Val wanted to make a ‘professor’ out of the audience. We identified that he obeyed the rule which says, “A speaker must earn the right to speak to his/her audience by being knowledgeable”. He was, however, ignorant of the exception to the rule, which says, “You cannot teach people in a moment what you learnt in a lifetime”.

    Today, we shall examine another critical element of public speaking that worked against Professor Val. This element is time management. If you have been following the story, you will recall that Val was invited to deliver a one-hour presentation and he did just that. How can we then accuse him of time mismanagement?

    So far in this column, we have presented our dear Professor as the villain of the story but this time, I want us to see him as the victim. Put yourself in his shoes. What would you do if you signed a contract to speak for one hour and have been paid, yet the audience got tired after 35 minutes? Would you hastily conclude your presentation to please the audience and face possible refund, or would you bore the audience to sleep to justify the money? Professor Val was definitely between a rock and a hard place?

    As it has become our tradition in this series, we shall state the rule Professor Val obeyed, after which we shall discuss the exception to that rule. Professor Val obeyed the rule which says, “A speaker must be mindful of time and limit his/her presentation to the time allotted”. Since we have already established last week that Val had too much to say with too little time to say it, we applause him for managing to keep to the one hour. Nevertheless, he neglected the exception to the rule which says, “A speaker must finish speaking before the audience has finished listening”.

    We cannot overemphasize the fact that a speaker’s success or failure is determined by the audience. If you have the most important information to pass across and the audience isn’t interested in listening, what do you do? A speaker must always keep in mind that audience satisfaction is paramount. In the case of Val, here are a few things we should learn:

    • No organiser likes a sleep audience: Val may have merited his contract-fee by completing his one hour, but guess what will happen when next the organizer is shopping for a speaker? He would definitely be bypassed because he failed to connect with the audience. This fact makes it easy for us to see that completing our allotted time is not as important as communicating with our audience. We shouldn’t get carried away with time; we must focus on our audience.
    • Learn relative importance: relative importance generally means measuring the significance of something in relation to something else. A speaker must learn to measure the significance of his/her presentation in relation to the time given. If you are given one hour to discuss an activity you carried out for five years, then you know that you have to select only the important aspects of it. If you have just five minutes to contribute to a discourse, you must leave out history and procedures. Begin with the most important aspect, and if there is some time left, highlight the procedure.
    • If they don’t feel you, draw them out: when Professor Val realised that he wasn’t communicating with his audience, he should have used a lot of illustrations to make his point. Illustrations always simplify seemingly complex issues. Also, he should have engaged them by turning the rest of his time to a discussion session. He could have asked questions and let them respond, and also allow them to ask him questions.

    Time management is not only when we don’t exceed the time we are given; it is more importantly our ability to know the right time to stop. We still have a lot to learn from Professor Val. Please join me again next week, by the grace of God, as we explore further. I look forward to hearing from you.

  • Management, students discuss exam challenges

    To promote academic excellence, management of the Federal University of Technology, Akure (FUTA), Ondo State has held a counselling session for students. It was aimed at inspiring and motivating students facing challenges in their studies.

    The Dean, Students’ Affairs (DSA), Dr Kayode Alese, said the initiative was borne out of the management decision to make students focus on their studies.

    The Deputy Vice-Chancellor for Academics, Prof Tunde Arayela, said the management did not want any student to perform below standard, noting that the school counselling unit had been equipped to help students overcome their challenges.

    Mr Damilola Adamolekun, a staff of the counselling unit, advised students to approach the office to list obstacles they encountered last session, which hindered their academic success. He said: “Failure is not the end of life. The product of failure is the raw material of success, because those who have never failed before may not know how to succeed.”

    Students hailed the management for the programme, pledging to intimate the school counsellors of their challenges ahead of their examination.

  • Wired, wireless convergence, network management in malls, offices

    Technicians, information technology (IT) management personnel are working under great pressure. They have to work in big shopping malls, telecoms rooms chock-full of devices, expending considerable effort to construct and maintain IT infrastructure platforms. LUCAS AJANAKU reports on innovative solutions that could reduce these burdens.

    Shopping malls have become part of the reality of fast developing cities across the country. Similarly, offices have emerged from small to large depending on the scale of services being provided. These have placed burden on IT manager. They have little time to pay attention to new technologies and trends in the industry. As a result, they cannot provide suggestions for service innovations for technological decision-makers.

    The best way to simplify network Operation and Maintenance (O&M) management is to reduce the numbers of network types and network devices. In this way, device configuration, fault troubleshooting, and network maintenance can be substantially lessened. Then how can we unify network O&M management methods and reduce the number of network devices without changing the scale of existing campus networks? What are the critical technical difficulties?

    According to experts, there are multiple mature technologies for simplifying network O&M management in both wired and wireless networks. For example, stacking technology can be used in wired networks to virtualise multiple switches into one logical switch; in wireless networks, devices can work in master/backup mode, and a wireless AC can manage a large number of wireless APs in a centralised manner. If wired and wireless networks can be deeply converged, network O&M management will be significantly simplified.

    However, wired and wireless traffic is forwarded in a completely decentralised manner. As a result, the two networks adopt two independent mechanisms for device and service configurations, network management, fault troubleshooting, user authentication, and policy management. Although we can use stacking technology and AC cards to make network devices look like only one device and use the same authentication system to permit users to access wired and wireless networks through the same account, the problem of decentralised forwarding of wired and wireless traffic cannot be fundamentally solved.

    But experts say centralised forwarding of wired and wireless traffic simplifies network management

    If wired networks are capable of wireless network control, no independent wireless AC device or AC card will be needed, because identification, forwarding, and control of wired and wireless packets can be integrated on one network device. Such convergence at the Network Element (NE) level eliminates separate control and forwarding of wired and wireless traffic, unifies management of devices, services, and configurations, and shields management differences for IT personnel. In this manner, we can integrate the advantages of both wired and wireless networks.

    Wired and wireless networks take advantage of each other’s management capabilities, reducing the number of management devices

    Wired networks can take advantage of the plug-and-play and zero-configuration capabilities of wireless networks to reduce the workload of configuring large numbers of access switches. At the same time, wireless networks can take advantage of the stacking and virtualisation capabilities of wired networks. In this way, all wired and wireless access and core devices can be virtualised into one device for management. By introducing Software-Defined Networking (SDN) ideas, we can enable network devices to automatically coordinate command translation, message synchronisation, and policy delivery. IT management personnel only need to manage one device, simplifying device, service, and user management.

    Chief Executive Officer, SO4 Engineering Limited, Soji Oluwasuyi said unified wired and wireless user authentication and policy management simplifies user management.

    According to him, IT management personnel can unify wired and wireless user authentication regardless of the role of the user desiring access. They can uniformly set all service management and security control policies such as service priority, bandwidth, and access rights. Network devices can judge these policies automatically and intelligently. Devices closest to the user side can automatically execute rights-related policies to enhance access security. Service experience-related policies such as bandwidth and priorities take effect on the link through which traffic is transmitted. As a result, all wired and wireless services can be configured with one mouse-click, and IT management personnel can be further relieved of heavy manual work.

    According to him, the Huawei Agile Campus Network Solution (ACNS) featuring wired and wireless convergence greatly reduces the burden of IT management personnel.

    As long as user traffic on wired and wireless networks can be forwarded in a centralised manner, multiple wired and wireless convergence solutions at device, service, and user levels can be used to simplify network O&M management.  To address this problem, Huawei introduced its ACNS, which puts the SDN-based idea of “wired and wireless convergence” into effect, and translates traffic forwarding into a software process. This idea implements converged forwarding of wired and wireless traffic and consistent user and management experiences on both wired and wireless networks.

    Huawei remains committed to freeing IT management personnel from complex technical terms and tedious manual configurations of massive numbers of network devices. With Huawei’s help, IT management personnel can use their knowledge and experience to the fullest and focus on suggesting IT planning and construction ideas for valuable enterprise service development and innovation.

  • MRS not owing FCMB N6.2b, says management

    MRS not owing FCMB N6.2b, says management

    The management of MRS OIl and Gas Company Limited yesterday denied owing First City Monument Bank (FCMB) N6.2billion.

    The oil company was reacting to a report (not in The Nation) titled: “Major oil firm, MRS owes FCMB N6.2b”.

    In a statement, MRS said: The attention of MRS OIL & GAS COMPANY LIMITED hereafter referred to as (“MRS” or “ the Company”) was drawn to the above captioned and we wish to categorically state as follows:

    “MRS reaffirms that the Company does not owe FCMB the amount claimed in the publication, this is evidenced by the report of our forensic auditors MCL Solutions Ltd. MRS, it’s forensic auditors and lawyers have has made various attempts to reconcile this account with FCMB unsuccessfully. This led to our forensic auditors having to report the matter to CBN forintervention, as can be seen from attached correspondences.

    “MRS is aware that FCMB has embarked on a smear campaign to tarnish the image of the Company and its directors judging by the antecedent and recorded actions against the Company; one of which was the case filed against MRS at the High Court of Lagos State, whichwas later struck out by the court.

    “It will appear that this fraudulent manner of extorting monies from clients through overcharge is fast becoming the modus operandi of FCMB. It will be recalled that an online report was recently circulated where FCMB had overcharged a client by 1bn Naira, as reported in the case of Zumaxvs FCMB.

    “The incompetence of the FCMB team, is further demonstrated where names of people who are not and have never been directors of the MRS are mentioned in the referred publication. For the avoidance of doubt, Messrs Patrice Alberti, Andrew Gbodume and Paul Bissohong are not directors of MRS.

    “We therefore wish to assure our customers and business associates that we are NOT indebted to FCMB as claimed and published.

    “Our lawyers have been instructed to take appropriate remedial actions.

    “The company wishes to assure the general public that MRS Oil & Gas Company Limited will continue to transact its business with the highest ethical standards and in accordance with the extant laws of the Country’’.

  • Skye Bank gets IT, security management certification

    Skye Bank gets IT, security management certification

    Skye Bank Plc has attained three International Standard Organisation (ISO) certifications from the British Standard Institution.

    The three certifications were the IT service management system which meets the requirements of ISO/IEC 20000-1:2011; information security management system which complies with the requirements of ISO/IEC 27001:2013; and the business continuity management system which complies with the requirements of ISO 22301:2012.

    The IT security management system certification implies that the bank can design, develop, deliver and improve its IT services to both its internal and external customers, while the information security management system means the security of all data transacted and stored in the bank is guaranteed.

    Besides, the business continuity management system underlines the bank’s business continuity model in relation to critical financial services provided by the bank. The Central Bank of Nigeria has made the certifications statutory for banks as a way of expanding their capabilities in IT and security management systems as well as business continuity management.

    Speaking about the integrated management system certifications, the bank’s chairman, Tunde Ayeni said the certifications represented a major thrust of the bank’s philosophy of service excellence and its customer centric approach.

    He restated the commitment of the bank to continually improve its services using modern technology for the benefit of its customers, adding that service innovation would be a major component of the bank’s value delivery to its customers.

    The Group Managing Director/Chief Executive Officer of the bank, Timothy Oguntayo, described the certifications as a milestone towards achieving the vision of the bank of becoming a leading and first class commercial bank.

    He also said the awards reflected the bank’s mission of providing excellent services to the customers using technology, noting that the acquisition of Mainstreet Bank had helped the bank to enhance the pursuit of international honours.

  • NAFDAC union backs management on reforms

    NAFDAC union backs management on reforms

    Members of the Medical and Health Workers’ Union of Nigeria (MHWUN), National Agency for Food Drug Administration and Control (NAFDAC) chapter, have backed the many reforms being embarked upon by the management of the agency.

    The union, led by its chairman, Comrade Attah Ibrahim, along with Comrade Anzaku Peters, secretary and Comrade Albert Udeme, PRO, while addressing a joint press briefing at the agency’s office in Lagos, yesterday, said they were in support of the reforms, including staff redeployment exercise enforced by the management in recent times.

    Ibrahim recalled that the union had last November embarked on strike to press home their demand for improved welfare among others but regretted that the issues were yet to be adequately addressed.

    The MHWUN boss, who fell short of accusing some of the directors of dereliction of duty, said their actions and inactions were beginning to adversely affect the smooth working of the agency thus far.

    “Our members have been at the receiving end of bad management, especially in the hands of Finance and Accounts and Admin and Human Resources Directorates respectively, which is why we embarked on strike last year demanding the removal of some directors who were constituting a clog in the wheel of fortune. But the management in its wisdom will not hear of that. We were, however, happy that Dr. Paul Orhii-led management decided to wade into the crisis by redeploying the staff in question to another directorate in order to save the agency,” Ibrahim said.

    He said, it was, however, disheartening to note that the Director of Finance and Accounts, Mr. Ademola Mogbojuri, who was affected in the recent redeployment exercise had to resist the move.

    “We had a lot of issues with the Finance and Accounts director in the past but we were happy our pleas were finally being heard but a situation where he is resisting is as if we have some super directors who are above the law,” he stressed.

    “At the union, it is our conviction that the management should not rescind its decision. This is in the best interest of NAFDAC.”

    Mogbojuri was initially redeployed to the Planning Research and Statistics Directorate but following his petition to the Governing Council of NAFDAC, he was subsequently moved to NAFDAC Training Institute in Kaduna.

    Expatiating, Anzuka and Udeme said the alleged resistance by Mogbojuri smacked of insubordination and should not be tolerated by the management, as that may set a bad precedence.

    Citing the Public Service Rule, section 150-151, 2010, Anzuka said: “Under the Civil Service rule, a staff upon the recommendation of the board management can be redeployed top any unit, division, to any part of the country. So, it is therefore an act of impunity for a staff so redeployed to resist such move. Resisting transfer is against civil service rule. This should not be allowed in whatever guise. Nobody should be bigger than the agency.”