RequirementUniversity Degree Preferably In Aquaculture/Agricultural / Business / Economics / Accounting 2. 10 Years Senior Management Level Experience In Aquaculture/agriculture 3. Experience In Nigerian Or West African Environment 4. Experience Managing Multisite Operations. 5. Hands On Approach To Problem Solving. 6. Computer Literacy (MS Word, Access, Excel And PPT), Accounts Software Packages 7. Age Between 30 And 45 Years
Job DescriptionRESPONSIBILITIES This includes: 1. Board Administration and Support – Supports operations and administration of the Board by advising and informing Board members and interfacing between the Board and staff 2. Production planning in hatchery and grow out facilities 3. Financial, Tax, Risk and Facilities Management, Reporting and forecasts – Recommends Quarterly budget for Board approval and prudently manages organization’s resources within those budget guidelines according to current laws and regulations 4. Human Resource Management – Effectively manages the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations and Leads a team of professionals in the field to achieve predetermined goals 5. Community and Public Relations – Assures the organization and its mission, programs, products and services are consistently presented in strong, positive image to relevant stakeholders
KEY SKILLS REQUIRED The Ability to Be Innovative Globalization, a competitive business environment, escalating inflation and rapid technological advancement all mean that organizations are faced with a rapidly changing business environment. The key to success for any organization is to be able to innovate on a continuous basis and deliver a range of features in their products and services that are not yet marketed by their competitors. The ideal candidate must be able to anticipate the future and design a set of strategies that effectively combat change and result in profitability in the long term. A Risk Taker The MD/CEO must ideally be able to take calculated risks after conducting an in-depth evaluation of the probabilities associated with the profit and loss outcomes of the decision. Any individual that is risk-averse is not generally suitable as an MD/CEO candidate, as an executive that has an inability to take risk is likely to force the company to lag behind other competitors. An MD/CEO should be able to take risks, although the risks must not jeopardize the survival or the profitability of the company. An Optimistic Nature The MD/CEO should have an optimistic nature in general, and able to identify opportunities even within difficult situations. The individual must be able to think outside the box and design strategies that can effectively combat the threats faced by the organization, while inspiring others to keep a positive attitude and work hard to get through bad times. The Ability to Take Action The MD/CEO must be able to take timely action based on the environmental factors at work. However, an MD/CEO must not be impulsive, and any course of action must be constructed after careful thought and analysis. An MD/CEO must not only be able to design strategies that effectively combat change but also execute them in a manner such that they enhance the profitability of the organization. Coordination and Communication with Team Members The MD/CEO must be able to effectively communicate with fellow team members and explore ideas and suggestions put forward by the team. The MD/CEO must be open-minded to the ideas or strategies put forward by staff members rather than focusing on strategies that are designed by him or herself. The communication skills of the MD/CEO are largely based on their vocabulary, and therefore an MD/CEO that has extraordinary vocabulary skills is likely to be able to communicate with fellow team members and subordinates with ease. This particularly holds true for the MD/CEO of a company that is communicating with employees that uphold different cultural values. Controlled Emotion The MD/CEO must be able to maintain control over his or her emotions. However, this does not suggest that the MD/CEO must be rigid in behavior and fail to applaud successes or point out failures. Rather the intensity of emotion must be maintained in a manner such that the fellow colleagues and subordinates understand the underlying meaning of the emotion. The MD/CEO must ideally not display excessive levels of anger at small mistakes or become overjoyed at small wins. Rather, he or she must know how to appreciate employees and push them in the right direction that allows the team to achieve the corporate aim of the organization. Inclusion in Decision Making The MD/CEO must be able to involve others in the decision-making process and promote a culture in which all the employees work as a team in order to achieve a common goal or objective. The MD/CEO must communicate to fellow colleagues and subordinates that their input into the decision-making process is considered to be highly valuable. The final decision must only be taken after conducting a complete financial and non-financial analysis of the decision and considering how the decision can allow the team to achieve the corporate objectives of the organization. However, the MD/CEO must also be an independent decision maker and should be able to make such decisions during pressure periods when time constraints hinder the ability to involve others in the decision-making process. Ability to Trust Others A culture of mutual trust must be developed by the MD/CEO whereby the MD/CEO is able to trust fellow colleagues and subordinates. This indicates that a MD/CEO must be willing to delegate authority while overseeing various functions within the organization. However, the MD/CEO must be comfortable in sharing authority with a wide range of people, but must also not turn a blind eye towards them. This indicates that although the MD/CEO must delegate authority to perform tasks, the ultimate power is vested within the MD/CEO and therefore she or he must oversee and take responsibility for all corporate decisions undertaken by the staff.
KEY COMPETENCIES Vision – The MD/CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today. 2. Strategic thinking- Once the vision is created and understood, it is essential to put together a workable plan to get from current to the desired goal. The effective MD/CEO can see ahead clearly and anticipate consequences and trends accurately, has broad knowledge and perspective and can translate this into a plan based on key strategies that will provide long lasting progress for the company. 3. Culture – The MD/CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the MD/CEO sets the tone. His every action—or inaction—sends cultural messages. 4. Communication. This skill goes further than being able to articulate the company’s values and vision. It is about aligning people to the right direction and the specifics of their role in driving the business forward. The MD/CEO must communicate effectively not only internally but externally too with the Board, the financial community, customers, suppliers and the community. Some may argue that effective communication with the Board is the primary core competency. Weakness here is certainly going to be trouble 5. Building an effective executive team – Getting a management team and different functional areas in concert and working together is an important skill. The MD/CEO’s responsibility is to manage the business in such a way that departments and individuals work together to fulfill the vision. That requires putting the right team together, motivating them and providing development opportunities so that they grow as the business grows and they can handle increased responsibility. The MD/CEO needs to be focused on how to optimize people. 6. Business acumen – The MD/CEO must have the following attributes: a. Knowledge about trends, practices, and policies affecting the industry and business. b. A firm understanding of competitors and a good grasp of effective strategies and tactics that work in the marketplace. c. Continuous learning: A quick, relentless, and versatile learner. Can analyze both successes and failures and learn from the experience. d. Ability to sift through vast amounts of information, solicit opportunities and possibilities, and communicate effectively to others. e. Ability to blend intuition with analytical skills. 7. Flexibility and handling risk – The MD/CEO has to embrace ambiguity and uncertainty, coping with and embracing change and using it to the advantage of the company. They are able to act without having the total picture and able to adapt to dynamic environments with ease and speed. MD/CEOs take and manage appropriate risks and use them to the organization’s advantage. 8. Customer focus – MD/CEOs have a clear understanding of customers’ needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers. 9. Financial acumen. While much of this often falls to the CFO, the MD/CEO must have solid financial acumen, such that they understand the key leverage points in the Income Statement and the Balance Sheet as well as the critical aspects of ensuring short-term cash flow and long-term profitability. It is often said that cash is king and certainly cash flow is key to success. 10. Use of current Best Practices. This does not mean jumping on fads but rather the ability to capitalize on technology, outsourcing, managing the remote work force, and social networks for example. Included in this would be identifying and using resources such as specialists, consultants, etc. The great MD/CEOs have always been able to bring in the right people at the right time to help drive profitability.
REQUIRED PERSONALITY TRAIT Hands on, energetic, entrepreneurial manager, Numerical, analytical, team player, Confident, Honest, Intelligent, Outgoing, Gregarious, Goal-driven, Self-motivated, Willing to take initiative, Creative (with strong ethics), Love challenges, Good coaching and people skills, Self-evaluation skills, Care, Concern, Empathy.
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