Academic skills Essay Example for Free

Academic skills Essay Academic skills are also very much emphasised in Singapores educational policy as our government values meritocracy. Achieving academic excellence is top priority for all school children in Singapore. Hence, many parents are still not in favour of a play-centred curriculum, as they fear this will not help their children to achieve academic success. With ranking of schools performance and learning outcomes; teachers and parents are compelled to neglect play in favour of more school-like activities. Similar to the American context as mentioned earlier, Singaporean parents send their children to many enrichment activities to help them to be outstanding in academic studies as well as extra-curricular activities such as music and golf lessons. As a result, children are much deprived of free play. Many children have not acquired the art of making friends and even the ability to make friendly contacts (Tan et al, 1997) The foregoing examples demonstrate that parental perspectives, socio-economic status, cultural factors, and educational policies are some issues that could negate the value and importance of play to childrens development and be viewed as having no real educational experiences (Leong Bodrova, 2003, pp. 5). On the contrary, Hughes (1999, p. 109) advises that play is very often the context in which the needs of a growing child are developed and enhanced. It is vital to the development of all facets of the young child personal awareness, emotional well-being, socialisation, communication, cognition, and perceptual motor skills (Hughes, 1999, p. 62-64, 68-69, 81-109 111). There are numerous play processes that help develop these many facets in the young child. Infant games such as peek-a-boo, making funny faces in front of a mirror, and water play in bathtub promote adult-child relationship. Playing also encourages and strengthens awareness of self and others; thus, it facilitates the development of a childs image of himself and others. Indeed, they are not meaningless play especially when adults play with children, the latter will find adults more fun to be with; it is easier to form attachment that leads to securely attached children. Secure attachment is vital to the growing child: it gives him trust and confidence in his environment; it enables him to venture, explore, and learn about his surroundings (Hughes, 1999, p. 196-197, Gonzalez-Mena Eyer, 2001, p. 77-79). Therefore, open-ended materials such as blocks enable the child to exercise spatial awareness concepts, perceptual skills, eye-hand coordination as well as pretend play and creative imagination (Van Hoorn Nourot, p.255-256). Children use mathematical skills and science concepts and ideas to further expand their creativity in their construction with blocks; they will add details and complex structures to their block play (Isenberg Jalongo, 1997, pp. 275-277). Children make use of their bodies and motor skills to move and stack up blocks that is beneficial to their physical development and strategic planning. Much creativity, divergent thinking, and cognitive skills are developed as children engage in pretend play. Thus, children should not be viewed as just playing. Their minds and thoughts are actively involved as they prepare their own scripts and collaborate to direct their play. They plan, negotiate roles and actions, agree and remind each other about the rules they have made. During pretend play, children get to practise their social skills. For instance, when children are unable to agree to play hospital or grocery store, they compromise by combining both. Hence, children play and learn to problem solve (Leong et al, Mar 2003, Rogers et al, 1998).

Conflict Analysis Case Study: Nestlé

Conflict Analysis Case Study: Nestlà © Business is a never ending race and in the fast running world of business, there is variety of products and shops, showrooms, setups and etc. The main purpose of this report concerns the research managing conflicts in organization. The organization that is chosen for our research report is Nestlà ©. Data and observation analysis, recommendations for managing conflicts is also discussed. The methods used for collecting data for this report are surveys, questionnaires, personal observations, personal interviews, newspapers, internet etc. In the first section, we had given an introduction about the chosen organization Nestlà © and then a brief description about nature of conflict in the organization and its various types and causes of conflict. The second section is consists of literature review, in which we had discussed the theories and research papers of different researchers where they explain about conflicts and its causes in an organization and moreover how an organization can prevent those conflicts with best possible solution. The third section comprises of research methodology, research nature, data collection techniques and sampling method. In section forth we have scrutinized the primary data by different graphical and statistical tools. In final section we have given possible conclusions along with recommendations. CHAPTER # 1 1.1: INTRODUCTION TO NESTLÉ Nestlà © was founded in 1866 by Henri Nestlà © with headquarters in Vevey, Switzerland. It has employed around 250,000 people and has factories or operations in almost every country in the world. It is one of the worlds biggest food and Beverage Companies. The Companys priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives. 1.2: PURPOSE OF RESEARCH The purpose of the research is to find the variable which has leads towards conflicts in Nestlà © Organization. The main purpose of the research is, firstly, to identify the causes of conflicts in Nestlà © and, secondly, to manage conflicts in Nestlà © organization. 1.3: BACKGROUND OF THE STUDY All of us experience some type of conflicts in our daily lives. Tensions, antagonisms, and frustrations always occur when people work together. There are disagreements, perhaps even fights, between employees and the supervisor or between co-workers. Aside from personality clashes, people simply have different viewpoints about the way things should be done. The main purpose of conducting the research is to find out the conflicts, and finding the ways to manage and solve them in an organisation. In this context we have got the opportunity to conduct our research on one of the top organizations (Nestlà ©). 1.4: DEFINITION OF CONFLICT Conflict is defined as the state of discord caused by perceived or actual opposition of needs, interests and values. A conflict can be internal or external. The concept of conflict can help to explain many social aspects of life such as social disagreement, fights between individuals, groups, or organizations and conflict of interests. Conflict as taught for graduate and professional work in conflict resolution which is defined as when two or more parties, with perceived incompatible goals, seek to undermine each others goal seeking capability. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which individuals or party tries to reach their goal can still undermine the other individuals or party. 1.5: NATURE OF CONFLICT Conflict may constructively be viewed as resulting from differing belief systems, varied perspectives on the situation and values resulting from participants accumulated life experience and conditioning, differing interests and objectives. Effectively dealing with conflict requires the expression and management of participants varying interests, belief systems, perspectives and values. Through the integration of participants perspectives, belief systems, interests and values, conflict and conflict resolution play important roles in individual and social evolution and development. Conflict arises when one or more participants view the current system as not working. At least one party is adequately unhappy with the position, that they are willing to own the conflict and speak with the hope of being able to influence the situation to arrive at an improved condition. Conflict may be sight as a process we put ourselves through to attain a new condition and self definition. Through conflict we have opportunities to be artistically self-defining. If nothing else, conflict allows us in future to do things differently. Through the resolution of conflict, we can evolve and redefine ourselves, our community, our relationships our society and our world. 1.6: LEVELS OF CONFLICT 1.6.1: Inter divisional conflict Inter divisional conflicts exists between the perceiver and another individual within the organization. Although the other person does not need to be aware of the conflict, the perceiver of the conflict situation recognizes the present or future impact conflict can have on job performance. 1.6.2: Intra group conflict Intra group conflicts occur between perceiver and his or her immediate group within the organization. The immediate group can consist of work team, department or union. Whether fully or only superficially aware of the conflict issue, the perceiver realizes that the conflict can directly or indirectly affect job performance. 1.6.3: Inter group conflict It arises between the perceivers immediate group and another group within the organization. Again, the perceivers involvement may not be critical, but he or she must be aware of the situation and the potential impact the conflict can have on work performance. 1.6.4: Organizational conflict Organizational conflict is a state of disagreement caused by the actual or perceived opposition of needs, values and interests between people working together. 1.7: TYPES OF CONFLICT A conceptual conflict can rise into a verbal exchange or result in fighting.Conflict can exist at a variety of types. These are Community conflict Diplomatic conflict Emotional conflict Environmental resources conflict Group conflict Ideological conflict Interpersonal conflict Inter-societal conflict Intrapersonal conflict Organizational conflict Religious-based conflict and Workplace conflict. 1.8: CAUSES OF CONFLICTS 1.8.1: Authority relationship Authority Relationship conflicts occur because of the existence of strong pessimistic emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Authority relationship problems often increase disputes and lead to an unnecessary rising spiral of destructive conflict. Supporting the secure and balanced expression of perspectives and emotions for acknowledgment (not agreement) is one effective approach to managing relational conflict. 1.8.2: Management style For any organization to be effectual and efficient in achieving its goals, the people in the organization need to have a common vision of what they are determined to achieve, as well as clear objectives for each individual, group/ team and department. Management style also needs ways of recognizing and resolving conflict between people, so that conflict does not become so serious that collaboration becomes impossible. The management of any organization needs to have ways of keeping conflict to a minimum and of solving problems caused by conflict, before conflict becomes a major obstruction to work. Management style helps to avoid conflict where probable and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible. 1.8.3: Communication barriers: Conflict will be greater when barriers to communication exist. If parties are separated from each other physically or by time e.g.; the day shift versus the night shift-the opportunity for conflict is increased. To illustrate suppose a company employs only one plant supervisor, who works the day shift and leaves orders at the beginning of each week for the workers on the night shift. By the end of the week, how ever, these orders have been only partially carried out. The supervisor cannot figure out why. Obviously, the supervisor absence from the night shift has posed a communication barrier, which in turn causes decreased output. As Bryans, P, Cronin argued in 1984 that Space or time separations could promote isolated group interests rather than advance a common effort towards joint goals. 1.8.4: Personal factor 1.8.4.1: Behavioral The way emotional experience gets expressed which can be verbal or non-verbal and intentional or un-intentional. 1.8.4.2: Physiological Its defined as the bodily experience of emotion. The way emotions make us feel in comparison to our identity. 1.8.4.3: Cultural values Culture tells people who are a part of it, Which emotions ought to be expressed in particular situations and what emotions are to be felt. 1.8.4.4: Physical This escalation results from anger or frustration. 1.8.4.5: Verbal This escalation results from negative perceptions of the annoyers character. 1.9: WAYS OF ADRESSING CONFLICTS There are basically five ways of addressing conflicts which were identified by Thomas and Kilman in 1976. These are 1.9.1: Accommodation Ones party surrenders its own needs and wishes to accommodate the other party. 1.9.2: Avoidance Avoid conflict by ignoring it, changing the subject, etc. As an expedient means of dealing with very minor, non-recurring conflicts or Avoidance can be useful as a temporary measure to buy time. In many cases, conflict avoidance involves severing a relationship. 1.9.3: Collaboration Working together can find a mutually beneficial solution. Collaboration can also be inappropriate and time-intensive. When there is not enough respect, trust or communication among participants for collaboration to occur. 1.9.4: Compromise Finding a centre point where each party is partially satisfied. 1.9.5: Competition Take the ones point of view at the potential expense of another. It can be more useful when achieving the ones objectives outweighs ones concern for the relationship CHAPTER # 2 2.1: LITERATURE REVIEW Different researchers have published their reviews on conflicts in the organization. We are viewing two best reviews of the researchers articles. Mr. Philips in 1982 threw light on some of key conditions, which may lead to serious organizational conflicts; he gave his views in the book named as Community in Organization. According to M Phillips certain social relationships characterized various kinds of conflict behavior. Each one could occur in your work area. The more aware the managers are of these conflict settings, the better are the chances of correcting them and running a smooth operation. Mr. Philip identified communication as problem in his research. The causes of conflicts are structural factors, authority relationships, common resources, goal differences interdependence, jurisdictional ambiguities, specialization, status-inconsistencies, personal factors, communication, conflict management style, cultural differences, emotions, perception, personalities, skills and abilities, values and ethics. The researcher found a possible solution; it is obvious that a perfect communication system is unlikely. But also perfectio n like rationality will not be achieved; organizations do have mechanism by which they can attempt the communication system as clear as they can. Philips also suggested that there are such devices available which can reduce the distortion and complications in communication process and suggested that communication recipients should be aware of the biases of the message senders and protect their own counter biases as protection devices. James M Leif John M Penrose in 1997 in the book Business Strategies Skills 5th Edition explained the nature of organizational conflicts identify the causes of conflicts i.e. Structural Factors, Common Resources , Goal Differences , Interdependence ,    Jurisdictional Ambiguities, Inconsistencies ,Personal Factors Communication barriers, Conflict management style ,Cultural differences ,Emotions Perception, Personalities, Skills and abilities, Values and Ethics, Behavioral and Physiological Cognitive. The researchers say that it is possible to avoid conflict by having mechanism such as voting to make decision without the disagreement of consensus. They also find that behavioral regulation fail to match the individual need of employee, conflict is bound to occur. In 1995 B R Siwal in his research Resolution Strategies to Conflict describes that conflict is a necessary and integral part of effective problem solving and realistic discussions. It is core sound of decision making because disagreement is the best vehicle for enlargement the perspective, discovering alternatives, and motivating creative interaction among each member. The effects of disagreement, though, depend on how it is administer by team members. Conflict can be integrative and constructive or it can be distributive and disruptive. When mismanagement occur, conflict can demolish team effectiveness, when handled well it can deeply enhance the quality of team work and make members sense proud of their work in the team. Training in the nature of conflict and the ways of managing it is an imperative need of all the people who participates in problem solving groups, such as those that make up work teams. The negative association of conflicts wants to be dispelled and substitute with more practical conceptions that made the justifiable distinction between disruptive and constructive conflict. When team members see that conflict can be a positive strength in conversation, they are better prepared to take up effective proposal attitudes and behaviors in trouble solving situations. Further more the differences between integrative and distributive conflict can help them learn how their own behavior contributes to the atmosphere of the team which they belong. Davor Dujak in 2008 describes in his research that in every organization conflict encounters on a daily basis. The conflict cannot be avoided but it is probable to mange them in a way that we identify them on time. It is essential to constantly track the organizational signals which position to their existence. If Organization does not respond accordingly, this can lead to the condition that conflict itself manages the organization. One of the more important determinants of productivity, performance and efficiency and finally the job satisfaction is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on the dependents variables, but first we have to realize and get a good approaching to the individual elements of organizational behavior. In 2004 Melanie Lewis describes in her research that if conflict managed poorly or avoided, it can be very costly to an organization. If managed well, conflict presents an opportunity to uncover significance and promote a healthy work place. Many organizations are finding that their conflicts management systems have been good by financial investments, generating a healthy return. In additional they are recognizing the value of many less substantial benefits (lower turnover, increased efficiencies, improved morale and improve public relations). A precise four phased process assessment, design, implementation, operation and evaluation helps organizations design effective conflict management systems to gather the maximum benefit of conflict system. Moreover this four phased approach strongly encourages the team actually to seek to understand and incorporate the needs and interests of all affected constituency, and creates an environment in which the benefits of the system can be effecti vely communicated, implemented and administered. In 2010 De Dreu C.K describes in his research that conflict is a multidimensional with both relationship and task forms. Hence it is expected that if they change the managing type of conflicts, it will plays an important role in organizational performance. While if organization did not manage good, the conflict will plays a negative role. However the researcher discussed only two types of conflicts in his research namely affective and task conflict in order to play better role in organizational performance. After studying the reviews of different researchers our group decided that we will follow the research methodology of M Philip because they dictate information about factors which are important for identifying conflicts and understanding the meaning of conflict and how it influences the organizations internal environment in solving problems. CHAPTER # 3 RESEARCH METHODOLOGY 3.1: Research type: The type of research that we are conducting is applied research because it is conducted for a particular organization. Applied research is practical applicability of research tools on a particular organizational situation. 3.2: Data collection We will be collecting our data by using two sources which are as follows. 3.2.1: Primary data Our primary data is collected through conducting interviews and designed questionnaires from managers and employees of Nestlà ©. 3.2.2: Secondary data The secondary data is collected from past records of Nestlà © and books along with business articles to support our recommendations and suggestions. 3.3: Sample size During this survey we have taken responses from a Sample size of 30 which is further divided into two groups. We also conducted survey from 10 managers and 20 employees. The sampling type that we used is non random sampling technique because we want to get information from every third employee and manager of Nestlà © organization. Our survey is in questionnaire and interview form, so our questionnaires consist of open ended and close ended questions. We have conducted unstructured interviews, asked from the respondents to get more information. CHAPTER # 4 ANALYSIS 4.0: INTRODUCTION TO DATA ANALYSIS Data analysis is a practice in which the raw data is ordered and organized in order to extract useful information from it. The process of organizing and thinking about data is the key to understand what the data does and does not contain. There are varieties of ways in which people can approach data analysis, and it is infamously easy to manipulate data during the analysis phase to push certain conclusions. There are different methods for analyzing the data for example surveys, charts, frequency tables, graphs and personal observations etc. We have analyzed our data through frequency tables and bar charts. 4.1: FREQUENCY TABLE Frequency table is one of the important concepts in mathematical statistics and a good analyzing tool. A table divided into cells by category with counts for each category in each cell. It is a kind of display of a given data, in which the frequency of each data item is found. The frequency of a data item is the number of times it occurs in the data set. 4.2: BAR GRAPH A graph consisting of parallel, usually vertical bars or rectangles with lengths proportional to the frequency with which specified quantities occur in a set of data. A bar graph is a pictographic version of statistical data in which the independent variable can attain only certain discrete values. The dependent variable may be discrete or continuous. The most common form of bar graph is the vertical bar graph, also called a column graph. This type of display allows us to: Compare groups of data, and To make generalizations about the data quickly. 4.3: ANALYSIS OF QUESTIONNAIRES 4.3.1: FROM MANAGEMENT 1) More than the desired output of the employees make can be harmful to the organization? a) YES b) NO Variables Codes Frequency Yes 01 9 No 02 1 Table: 4.3.1. Graph: 4.3.1.0 2) There is a free flow of communication among the employees: a) YES b) NO Variables Codes Frequency Yes 01 10 No 02 0 Table: 4.3.1.1 Graph: 4.3.1.1 3) Employees are properly informed about decision taken? a) YES b) NO Variables Codes Frequency Yes 01 7 No 02 3 Table: 4.3.1.2 Graph: 4.3.1.2 4) There is a consistency among the management policies: a) YES b) NO Variables Codes Frequency Yes 01 8 No 02 2 Table: 4.3.1.3 Graph: 4.3.1.3 5) Key post should be through:     Ã‚  Ã‚  a)  Ã‚  Ã‚  Direct Appointment  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  b) Promotion Variables Codes Frequency Direct appointment 01 8 Promotion 02 2 Table: 4.3.1.4 Graph: 4.3.1.4 4.3.2: FROM EMPLOYEES 1) From how long have you been working in this organization?   6 months 1 year 3 years Or more than 3 years Variables Codes Frequency 6 months 01 4 1 year 02 2 3 years 03 10 Or more than 3 years 04 4 Table: 4.3.2.0 Graph: 4.3.2.0 2) What kind of boss do you like to work with?   Friendly Competent Leant Difficult Variables Codes Frequency Friendly 01 17 Competent 02 3 Leant 03 0 Difficult 04 0 Table: 4.3.2.1 Graph: 4.3.2.1 3) Which type of leaderships style do you like the most? Autocratic Democratic Variables Codes Frequency Autocratic 01 18 Democratic 02 2 Table: 4.3.2.2 Graph: 4.3.2.2 4) How does your management is doing the evaluation among the employees? Performance base Merit base Variables Codes Frequency Performance base 01 18 Merit base 02 2 Table: 4.3.2.3 Graph: 4.3.2.3 5) Which management level should be responsible for problems between employees? Choose any of the following Top level Middle level Lower level Variables Codes Frequency Top level 01 2 Middle level 02 17 Lower level 03 1 Table: 4.3.2.4 Graph: 4.3.2.4 Q6: How do you communicate the unforeseen problem with your manager or general manager?   Answer: Most of the respondents suggested that they like to meet the general managers directly for any unforeseen events. Q7: Do you think your organization should involve the employees in decision making? And why?   Answer: Most of employees consider that their managers are capable of taking right decisions and there is no need of involving employees. While few of them suggested that it can be a source of new and creative ideas. Q8: What can you suggest for a better management system?   Answer: Most of the employees have no idea about it. Few of them believe that friendly environment and better salaries can improve management system. 4.6: INTER ORGANISATIONAL CONFLICTS OF  NESTLÉ The nature conflicts in Nestlà © found out through the unstructured interviews and through questionnaire with the directors the managers of Nestlà © Peshawar are as follows: The first thing which found, was the lack of training given to the employees, managers said that in the organization, employees always have to work together in groups, and if some one feels that he/she cannot work within the group, then there is some problem with that employee, but at the same time managers said that it is the organizations responsibility to teach the employees how to work together in groups through proper training. They mentioned that without training the organizations might face serious types of irresolvable conflicts, which are definitely not fruitful to the organization. The second main reason mentioned by the manager of the company was the Selection Biases, manager said that selection biases may also lead to conflicts within the company, and these conflicts are normally personal as well. The manager said that if in cases the top management (directors) interferes in the process of hiring the employees, they might select the wrong person for the right job. On the other hand there may be serious conflicts going on between the managers the directors on the issues of authority and responsibility balance. Further if the manager takes big decisions like job confirmation salary decisions then, there may be conflicts, and these must be taken by the top management (directors). The manager of Nestlà © also raised the point of communications problem. They believe that every information must be communicated from their tables. If in any case any employee bypasses the manger, there may be a conflict between them. Manager also said that there is no need of any employee who bypasses the manager to access to the top management (directors). Usually the organizations do have Coordinators who are directly answerable to the top management. He said that the manager will not be able to properly deal with him and conflicts between them will arise. The manager said that young unmarried employees usually indulge in office politics and make conflicts among the employees. According to him only married and experienced persons should be provided with the jobs. Racial problems also create conflicts among the employees. Bad attitude of the manager and arrogant nature of the boss is also one reason of conflicts. The manager said that effective person but highly cooperative person would be proffered in place of an efficient but uncooperative one. The managers presented the following ideas to prevent conflicts: Contractual Jobs Hire fire system. Authority to the managers Some of them had a bit different views. Director held the middle managements capabilities responsible for the conflicts within the organization. He also said that there is no relationship between the authority and reasonability with the conflicts. He proffered the autocratic style of management in the beginning, but it should be shifted to the democratic style in the later portions. Director said that although the centralized system slows down the process of working, but it will also decrease the conflicts between the employees. They said that, if you (Employee) have to be successful in the company, then you have to become a big YES SIR. One of the director also mentioned that horizontal conflicts are more common. Super seeded persons normally indulge in making conflicts. He said that super seeded persons should be terminated in place of super seeding them. Dress code can experience the anger from the employees due to Ethnic affiliations to some dresses. Directors were strongly in favor of Coordinator, they said that a coordinator channels the communication process between the manager and the top management. He also gave the following ideas to prevent the possible conflicts in the organizations: Promotions Clear line of Authority Not more than one employee from same Regional locations and same institutions/Universities. CHAPTER # 5 5.1: CONCLUSION The Organizational Conflicts is itself not a problem, but it is a serious symptom of some factors that are usually ignored while designing the organizational structures. From the literature review, taking samples (convenience) analysis of the data gathered, some factors are identified that usually are the root cause of the conflicts. Some of these are: Ethnicity Personal Jealousy Arrogant behaviors (low temperament) Communication problems Due to the nature of the issue the responses from the top (Directors), middle (Managers) lower management (Employees) were totally contrary with each other. For this purpose structured questionnaires (covering both open ended and close ended questions) and unstructured interviews were conducted. That made the deductions possible by comparing the verbal and non verbal responses, rephrasing the same questions two-three times to check the consistency of the replies. The ethnic issue is the most important. Due to ethnicity no sampled branch has been successful in implementing the dress code yet. Even though, all the respondents favoured it. It is observed that employees belonging to KHYBER PUKHTUNKHWA are very low tempered. Their frequency of jobs switching is higher than others. It proves that they cannot work in teams and work with an arrogant manager. To conclude, who should be held responsible for conflicts, the manager is the key person who channels the communication whether upward or down ward. 5.2: RECOMMENDATIONS The current thinking should be for the maximum utilization of the companys resources and to push the power and decision making authority down the hierarchy of the organization. This can create more power and flexibility within the company as a whole. Good leaders should not have any problem in delegating power and responsibility. Disagreement with the supervisor should be encouraged as long as it leads to productive results. It is critical for the manager to get diverse work force to work well together and respect their differences. Diversity should be encouraged because it can help the organization in future to adapt to the changing global market. All problems can be prevented from happening and/or rectified, if the middle management (Manager) of the company justifies its position. Middle management plays an anchor role. Manager should be able to deal with all the employees who have different cultural backgrounds, personalities priorities. Hiring experienced and matured managers and providing them training could help the case. On job training of the employees. Open house discussions should be there at least one a month. While assigning the groups to the employees for tasks, it must be assured that all the groups are properly matched. REFERENCES http://www.google.com.pk/ B R Siwal http://www.scribd.com/doc/19166679/Conflict-Resolution Jeremy.Cooper.SF.FIN.http://docs.google.com/viewer?a=vq=cache:TvBuLFIn6cIJ:www.asic.gov.au/asic/pdflib.nsf/LookupByFileName/managing_conflicts_of_interest.pdf/%24file Participation Observation Research Method: Analysis Participation Observation Research Method: Analysis Participation Observation Research Participant observation is a method of collecting qualitative data in social research. This method involves the immersion of the researcher in the subject matter so that it can be observed in its natural setting. It involves variable levels of involvement of the researcher on a continuum ranging from passive (observation) to active (participation). The distinction between participation and observation is based on the closeness of the researcher tothe subject matter with observation involving external evaluation and recording of events without the interference of the researcher whilst participation represents an internal view in which the researcher records views from within the group by acting, overtly or covertly, as a member in order to experience the actuality of the events. For example, in Humphreys study of homosexuals, he played an active role by acting as lookout for the police whilst the homosexual encounter occurred in public toilets (Humphreys, 1970). Although Humphreys was observing events and gathering data, he was inside the situation that occurred thus his presence had some impact on events; things would not have occurred exactly as they did had he not been present. Examples of a passive role include researchers who observe things as they happen but with no influence at all on the events that unfold, other than by their mere presence. For example, Patton describes researchers who were recording the reactions ofthe audience to Billy Grahams evangelical preaching (Patton, 2002). Their role was to record events without taking any part in the proceedings, althoughtwo researchers were so influenced by his preaching that they put aside theirnotes and joined the congregation. One of the advantages ofparticipant observation is its ability to facilitate the collection of rich information that is frequently not available from other sources (Babbie, 1995). As such, it can be used to supplement, inform or contradict theorised research and it can greatly enhance the available knowledge on a subject as a result. It can be used either as a preliminary step in a research study by which the researcher observes events as they occur in order to formulate a hypothesis for further investigation or it can be used at a more advanced stage of the research in order to test a hypothesis formed on the basis of theoretical research (Patton, 2002). It is believed to elicit real and genuine information that has not been filtered or amended by the research participants as can occur in relation to interview or questionnaire data and, as such, provides unique insights into the subjective viewpoint of the participants in the study. With observation, participants may not realise that they are being watched so they do not moderate their behaviour in any way thus the data gathered in unadulterated. It also provides richer information than interviews or questionnaires because it can take into account non-verbal interaction and behaviour (Berg, 2003). As such, it can be a valuable methodof researching the influence of structures or events on individuals andgroups. There is also the possibility that unexpected and unanticipated events will occur during the course of the observation hence its value in accessing unique data (Berg, 2003). Equally, even with more active participation from the researcher, the subjects of the research may not realise that they are being observed as it is not uncommon for the researcher to obscure their identity by posing as a member of the group or as someone who would naturally come into contact with them. For example, in studies of the way in which mentally ill patients are treated by psychiatrists and others in the medical profession, researchers were admitted into mental health facilities by posing as patients so that they could experience the reality of life within such an environment, something that would not have been possible had they announced their presence and their purpose (Winstein, 1982). As this example demonstrates, participant observation can be a way to access information from those who might be reluctant to give interviews or who would present apolicy-driven view of the subject (Bogdan, 1972). Sometimes, the only way to get around such obstacles is to gain surreptitiou s access to the environment in order to experience directly what is happening (Spradley, 1997). There are limitations to this research method. It can be time-consuming, both in terms of the actual observations and in preparing and analysing the large amount of resultant data. This may make it a less cost-effective means of conducting research (Jorgenson, 1993). A second limitation is that it tends to involve the observation of only a few examples of a particular subject, behaviour or event thus there is a limit to the extent to which the findings are amenable to generalisation (Spradley, 1997). A further criticism that can be levelled against participant observation is that it is inherently subjective as it notonly focuses on a single (or limited number) of particular observations butthat the recording of the resultant data is subject to the interpretation of the researcher (Jorgenson, 1993). Accordingly, there is a possibility of conscious or unconscious bias which is inconsistent with its appearance, particularly in relation to observation rather than participation, of an obj ective and scientific research method. This criticism is furthered in relation to participation because the researcher plays some kind of role inevents that unfold thus is not a mere passive recipient of information but issomeone who contributes to the shape and content of the resultant data (Spradley, 1993). The final criticism of participant observation that needs to be addressed is particularly pertinent to participation by the research andthat is issues of deception of the research subjects and the ethical issuesthat therefore arise. This was demonstrated in Humphreys research with homosexuals as he posed as a member of their community thus accessing data thatwould not have been available without this deception. The practice ofdeception on research subjects is one that needs to be considered carefully when weighing the balance of the strengths and limitations of this research method (Spradley, 1993). Word Count: 1000 Words Bibliography Ackroyd, D. and Hughes, J(1992) Data Collection in Context, 2nd ed., Harlow: Longman Babbie, E (1995) ThePractice of Social Research, Belmont: Wardsworth Berg, BL (2003) QualitativeResearch Methods for the Social Sciences, 5th ed., Harlow: Allyn Bacon Black, T (2002) Understanding Social Research, London: Sage Bogden, R (1972) ParticipantObservation in Institutional Settings, Syracuse: Syracuse University Press Bryman, A (1988) Quantityand Quality in Social Research, Oxford: Routledge Giddens, A (2002) Sociology,4th ed., Cambridge: Polity Press Haralombos, M, Heald, R andHolburn, M (2000) Sociology: Themes and Perspectives, 5thed., London: Harper Collins Humphreys, L (1970) Tea-roomTrade, London: Duckworth Jorgenson, D (1993) ParticipantObservation: a Methodology for Human Studies, Thousand Oaks: SagePublications Patton, MQ (2002) QualitativeResearch and Evaluation Methods, 3rd ed., London: Sage Punch, KF (2001) Introductionto Social Research, London: Sage Sarantokos, S (1998) Social Research, 2nd ed., London: Sage Spradley, JP (1997) ParticipantObservation, New York: Holt Rinehart Winston Winstein, RM (1982) The MentalHospital from the Patients Point of View in WR Gove (Ed) Deviance andMental Illness, Thousand Oaks: Sage Publications

Impact of Stakeholder Management on Construction Industry

Impact of Stakeholder Management on Construction Industry 1.0 Introduction/Background Project management is an evolving discipline which is relatively new in both practice and academics hence knowledge is drawn from other disciplines to further advance both theory and practice in managing projects. Consequently this research will draw from different academic disciplines for its theory and the construction industry for its practice. To this end a project could be described as a strategy used by organisations to achieve its strategic goal, the strategy could be suggested to have a start and an end date (Turner 2009 p.20; Holton 2002 p.10-2). It could also be suggested that the word organisation in the above definition by Turner 2009 could be called the project stakeholder. Olanda and Landin (2005 p.321) defined project stakeholders as a  ¦group of people who have a vested interest in the success of a project and the environment within which the project operates. This research is focused on investigating the impact of stakeholder management and its contribution to project success in the construction industry. It could be suggested that the use of PMs life cycle phases be adopted for the entire project plan as seen in figure 1 below. Figure -Project Lifecycle The project initiation phase of this report will include proposing a project research topic, assigning a project supervisor or project sponsor and proposing a research plan. While the project planning phase will include reviewing of the available project materials and the execution phase will involve writing up the literature review and project methodology. Handover and closeout will involve submitting the final report to supervisor and award of Msc degree in Project Management. Lessons learnt could be suggested to be the feedback and experience gained in during the research. 1.2 Project Context Project Context could be suggested to be the setting in which a project is carried out (ApmBok 2009). In relation to the above description, the aim of this research is in agreement with the above suggestion (Achterkamp and Vis 2008 pg 749). 1.3 Project Rationale 1.3.1 Academic Rationale The academic research into project stakeholders has been attractive and extensive to researchers and professionals. Evidence shows that the construction industry accounts directly for 10% GDP growth in the UK (Cridland and Wates 2009 p.5),this goes to justify the need to investigate the impact of stakeholder management and its contribution to project success in the construction industry and also fulfil the academic requirement of the award of Masters Degree. 1.3.2 Business Rationale The economic implications for any organisation if projects fail will be devastating considering the above report by Wates and Cridland (2009 p5), this report shows that the construction industry account for 10% GDP growth. Project failure of any kind in the current economic climate will cost the organization its finance and jobs e.g. BP deep horizon in the US Gulf Coast where the collapse of a well led to fatalities which in-turn increased BPs financial burden. 1.3.3 Personal Rationale It could be suggested that as a project management professional, embarking on this research will help one better understand the principles of stakeholder management. The knowledge gained from this research will clarify any unanswered questions at the end of this research. 1.4 Aim and Objectives This research is aimed at: Investigating the impact of stakeholder management and its contribution to project success in the construction industry Objectives To explore the principles of stakeholder management and project success. To assess the benefits and challenges of stakeholder management. To correlate a relationship between stakeholder management and project success. To propose a strategy for measuring the impact of stakeholder management thereby assessing its impact on project success. To make recommendations for improved stakeholder management practices. 1.4.2 Project Scope According to Burke (2003 p. 104) project scope identifies when a project has been successfully completed within specified requirement. The scope for this project will involve activities such as writing the literature review, research methodology and drawing on the findings of the above mentioned activities to come up with a conclusion and recommendation. The scope of this research excludes the execution of the primary research. 1.4.3 Project Deliverables Project deliverables for this research is suggested to be the outcome of the report at every stage of the lifecycle (ApmBok 2009 p.135). The deliverables as shown in Table 1 are generalised and subject to being revised at the end of this report. Table Project deliverables Deliverables Description Project Research Plan Introduction/ Background Project Context and Project Rationale Project Definition Project Approach Research Project Schedule Resource Requirements Ethical Considerations Literature Review Research of theory and practice within the construction industry Project Approach or Methodology It involves the description of the process in the collection and evaluation of data that will be used to achieve the overall aim and objectives of this report. Project Proposal This involves outlining a research proposal from the finding and the analysis done in the project approach section. Conclusion and Recommendation This section involves the final summation of all the data used and presenting recommendation(s) where necessary. 1.4.4 Assumption, Constraints and Considerations Assumptions The project will be delivered on time, quality and within budget. The literature / materials needed to complete the project will be readily available. That the project aim and objectives will be met at the end of the project. Constraints The time required by the sponsor to complete the report. Combining three live projects at the same period. i.e. CPD, Group placement and dissertation. Considerations That the report will inspire its readers to proceed towards a primary research. That there will be more research into the impact of project stakeholders and its contribution to project success within the construction industry. 1.5 Initial Literature Review 1.5.1 Stakeholder Management Project stakeholders have been widely discussed in various project management literatures. Fewings (2005 p.34) described project stakeholders as people that their interest could affect the outcome of the project while Olanda and Landin (2005 p.321) agues that although project stakeholders are group of people with different interest in a particular project, they are also interested in a successful outcome no matter the level of interest. Since this research will be focusing on stakeholder management, McElroy and Mills (2007 p.270) suggested that stakeholder management deals with the relationships between stakeholders within projects. This relationship must be developed and structured so as to achieve a successful outcome. McElroy and Mills (2007 p.270) description of stakeholder management is convincing because different bodies of knowledge are yet to agree on a particular description for stakeholder management. Fewings (2005) and Olanda Landin (2005) perspectives on project stakeholders in relation to stakeholder management is valid in that all agreed that stakeholders are made up of more than one individual, so managing this relationship as described by McElroy and Mills (2007 p.270) will determine if a project is a success or a failure . 1.5.2 Project Success Yu et al. (2005) suggested that a: Project  is a success if its created product adds value to the client, considering the cost to the client at the point of acceptance While there is no definite definition to what project success is or what will be the best way to define success, this report would look into critical success criteria used in the construction industry to determine when a project is successful. The ApmBok (2009) defined project success as: à ¢Ã¢â€š ¬Ã‚ ¦the satisfaction of stakeholder needs measured by the success criteria as identified and agreed at the start of the projectà ¢Ã¢â€š ¬Ã‚ ¦ 1.6 Project Research Approach In this section it could be suggested that a proposed research approach be developed, this approach would be aligned with the project aim and objectives. To achieve the above this report has identified two methods or type of research, this are the Primary and Secondary research. A primary research entails the collection of new data or expansion of existing theories in project management body of knowledge. This could be achieved by using the following methods: the use of questionnaires, sampling and survey. Data for this research would be collected though documentary research. This involves analysing various literatures relating to the research; given that this research is a secondary research, a qualitative method will be employed. 1.6.1 Ethical Consideration Sekaran (2000, p17) defined ethics as a code of conduct or expected societal norm of behaviour while conducting a research or project . Below in table 2 are the ethical considerations used to compile this research. Table -Ethical Consideration This research was carefully structured to avoid any misrepresentation or distortion of data collected. All information used for this research was adequately referenced to avoid plagiarism. This report was written with due respect for the subject and authors All information used for this report is in line with universities academic guidelines. Sekaran ( 2000, p.261) 1.7 Project Planning / Report Schedule Burke (2003, p.94) defined project schedule as  ¦a process required to ensure that various elements of the project are properly managed and controlledà ¢Ã¢â€š ¬Ã‚ ¦ The project schedule will be used to assign expected start date and expected finish date. The schedule is in a Gantt chart, this could be suggested to be in agreement with (Burke 2003) definition. See Appendix 1 for more details. 1.8 Project Resource Requirements and Budget The resources required for a successful completion of this project is listed in Table 2 and the cost estimate that would apply to both primary and secondary research is in Table 3 Figure -Resources Requirement Human Resources Description Hours Researcher Researcher would carry out a secondary research and prepare a primary research plan to be used to further analyse the project aim 600 Academic supervisor The academic supervisor would give guidance, review and monitor project to ascertain if the project is within scope. 60 Project sponsor The project sponsor and management would be need during an actual primary research. 100 Table Project Budget Activity Budget Source Cost for Researcher and supervisor  £3000 RGU and Sponsor Printing of dissertation and buying of CD drives ( hard and soft copies)  £200 Researcher and Sponsor (in the case of a primary Research) Transport is Dependent on the location of the organisation and RGU library Not Determined at present Researcher and Sponsor 1.8.1 Risk Matrix Risk management is a key area in APM and PMI bodies of knowledge; projects are often associated with one form of risk or another (Raz Michael 2000), controlling this risk is an important task for any researcher. To this end, this report will take a proactive role in controlling risks associated to this project by developing a risk plan which can be seen in Table 4

How Being in Love can Change People :: essays research papers

â€Å"How Being in Love can Change People†   Ã‚  Ã‚  Ã‚  Ã‚  In the three marvelous works, Matchstick Men, Punch-Drunk Love, and â€Å"Mama Day†, people are all changed greatly, and for the better by romantic or father/child love. How everyone knows that there is no one on Earth who is perfect, yet when there is love, we come so close to it. Within these three works of art, one can analyze how there is actual change through people when there is love present.   Ã‚  Ã‚  Ã‚  Ã‚  Cocoa states in Gloria Naylor’s â€Å"Mama Day†, â€Å"When I had come to New York seven years before that I had wondered about the need for such huge buildings. No one ever seemed to be in them very long; everyone was out on the sidewalks moving, moving, moving- and to where?† Cocoa starts out as a lost cause, going to New York as a resident tourist. Meeting George saved her vision of New York . . . . He knew what it was really about, â€Å"New York wasn’t on those Manhattan sidewalks, just the New Yorkers. My city was a network of small towns, some even smaller than here in Willow springs. It could be one apartment building, a handful of blocks, a single square mile hidden off with its own language, newspapers and magazines- its own judge and juries. You’d never realize that because you went and lived on our fringes.†   Ã‚  Ã‚  Ã‚  Ã‚  Cocoa was living in New York and had resided there for seven years, but was she seeing the real New York? Or was she seeing a New York fantasy world? †¦A forever-tourist New York resident. George insists that New York is much more than its’ buildings or looks, it’s the little things, â€Å"To live in New York you’d have to know about the florist on Jamaica Avenue who carried Yellow roses even though they didn’t move well, but it was his dead wife’s favorite color. The candy store in Harlem that wouldn’t sell cigarettes to twelve year olds without notes from their mothers. That they killed chickens below Houston, prayed to Santa Barbara by the East River and in Bensonhurst girls were still virgins when they married.†   Ã‚  Ã‚  Ã‚  Ã‚  One of the reasons why George offered to show Cocoa around New York was because she needed a â€Å"guide†. She had lived in New York for seven years and still had thought like a tourist, the same way of thinking she had had when she arrived seven years earlier.

Essay --

ISix Sigma It is a Philosophy Anything less than ideal is an opportunity for improvement Defects costs money Understanding processes and improving them is the most efficient way to achieve lasting results It is a Process To achieve this level of performance you need to: D efine, M easure, A nalyse, I mprove and C ontrol It is Statistics 6 Sigma processes will produce less than 3.4 defects per million opportunities 13. Overview of Six Sigma PAIN, URGENCY, SURVIVAL COSTS OUT GROWTH TRANSFORM THE ORGANIZATION CHANGE THE WORLD 6 SIGMA AS A STATISTICAL TOOL 6 SIGMA AS A PHILOSOPHY 6 SIGMA AS A PROCESS 14. The Villain Cost of Poorly Performing Processes ï  ³ level DPMO CP 3 2 308,537 Not Applicable 3 66,807 25%-40% of sales 4 6,210 15%-25% of sales 5 233 5%-15% of sales 6 3.4 15. C ost of Poorly Performing Processes The cost to deliver a quality product can account for as much as 40% of the sales price. For example, a laser jet printer purchased for $1,000 may have cost the manufacturer $400 in rework just to make sure that you took home an average-quality product. For a company whose annual revenues are $100 million and whose operating income is $10 million, the cost of quality is roughly 25% of the operating revenue, or $25 ... ...n - Warranty - Scrap - Rework - Rejects 30. COPQ v/s Sigma Level Cost of Quality % Sales Sigma Level 31. CTQ (Critical-To-Quality) CTQ characteristics for the process, service or process Measure of â€Å"What is important to Customer† 6 Sigma projects are designed to improve CTQ Examples: Waiting time in clinic Spelling mistakes in letter % of valves leaking in operation 32. Defect Opportunity Circumstances in which CTQ can fail to meet. Number of defect opportunities relate to complexity of unit. Complex units – Greater opportunities of defect than simple units Examples: A units has 5 parts, and in each part there are 3 opportunities of defects – Total defect opportunities are 5 x 3 = 15 33. DPO (Defect Per Opportunity) Number of defects divided by number of defect opportunities Examples: In previous case (15 defect opportunities), if 10 units have 2 defects. Defects per

Am Getting Old Now

I'm getting old now is a prose poem. It is quite vibrant and simple and presents the theme of cycle of life. It depicts the poet's acceptance of death and links with with his nostalgic memories of his mother. The first part of the poem symbolize his dream while second part signifies that he is close to death. He address death as a long lost friend whom he seeks to meet in the near future. Realizing that he has got less time to spend on earth he reminisce his past memories and dream a lot. In his dream he recollects how much love and pride his mother had in him. The poem is very touching and it instills in us the pain we feel when we reminisce about good things long lost. A few Key Points: Meeting of different cultures: tourist comes from modern world, and thinks he can dispose of this irritating beggar. But when she speaks she casts a spell, and shows him who is really in control. Woman rooted in where she lives – identified with sky and hills, and draws power from them. Things not what they seem: woman has more power than the poet suspects. Poem has a formal structure in triplets (three-line stanzas). Occasional half rhymes (â€Å"coin†/ â€Å"shrine†, â€Å"on†/ â€Å"skin†) and full rhyme to mark a pause: (â€Å"crone†/ â€Å"alone†). Lines are short but always with pattern of two stressed syllables, apart from in the final line, where the single stress brings the poem to a full stop. Most words monosyllables. Poem refers to old woman with third-person pronoun â€Å"she† and tourist with second-person pronoun, â€Å"you†. This makes poem like an account of real experience, putting reader in tourist's place. Coin which woman begs at the start of the poem, gives the ending its enduring image. Tourist's weakness is suggested in metaphor of â€Å"small change†, while â€Å"in her hand† indicates that woman has power over him. Her power also suggested by appearance – her eyes are â€Å"bullet holes†, dark spaces with nothing behind. â€Å"Cracks† (lines) in her face turn into cracks in sky, hills and temples, while the old woman remains invulnerable (â€Å"shatter-proof†). Crone† suggests the magical power of the old woman. CHURCH GOING Larkin starts his poem after making it sure that no ceremony was going on in the Church. It connotes that Larkin himself did not like ceremonies being performed in the Churches, perhaps due to people’s unconcerned attitude towards churches, otherwise he would not have said: â€Å"Once I’m sure here’s noth ing going on†. When Larkin says â€Å"Another church†, in line number three, it denotes that he has visited all the churches and every church of the city is empty. Perhaps, he has found some mental tranquility in the present church that is why he made his mind to stay in the Church for some time as it was his habit. There is a beautiful blend of similar and dissimilar objects in the poem. For example in stanza number four, line number 28 â€Å"after dark† and â€Å"dubious women† and in stanza number six, line number 48 â€Å"suburb† and â€Å"scrub† respectively. The ellipses, personification, humour, rhetorical questions, transferred epithets, synaesthetic imagery and irony combined make the poem a thing of beauty. The last stanza brings about the final and absolute conclusion. â€Å"A serious house on serious earth it is† pays tribute to churches. Everything of this world may wipe out, even â€Å"superstition, like belief, must die† but the essential uniqueness of churches can never obsolete and out dated. This final stanza not only brings about the ultimate message but it also removes the ambiguity of the poem. In the poem the poet asked his readers â€Å"And what remains when disbelief has gone? †. When everything will be annihilated, the church shall renovate humanity. This is a poetic reaction to the failure of organized religions of all traditions, not merely of Christianity, as the word â€Å"church† might lead us to suppose. Traditionally the way of devotion has been pointed out as the method of spiritual pursuit for the ordinary man of this Age of Kali. And organized religions, even though they are severely afflicted with schisms and sectarian conflicts and even open fights, flourish; and pilgrimage itself has become a billion dollar business the world over. But this is a far cry from the real way of devotion. Sri Aurobindo has expounded the nature of this path in his The Synthesis of Yoga. But he has conceded that in the religions of the masses, â€Å"†¦a most external form of ceremonial worship† , has a legitimate role to play. This is said in the light of the tantric gradation of spiritual pursuit which begins at the level of â€Å"†¦the herd, the animal or the physical being, the lowest stage of its discipline†¦Ã¢â‚¬  But larger and larger segments of this herd is getting estranged from their usual beaten tracks and wandering away from moral ways and seeking solace in drugs and debauchery. This is a clear indication that mankind has come of age, that here after mankind has no use for organized religions of the traditional types. The clergy knows this; that is why it resorts to terrorism in desperation. A college professor's palm was chopped of by the agents of terror who speak for Islam. And the Christian management of his college had him dismissed. Do you know what he was accused of? He had used the name Muhammad in a question he had set for his students. The question required the students to apply punctuation marks to a passage that reported a conversation between a character named Muhammad and God. And well/hell, the professor got his palm chopped off in the name of the Merciful. If this is religion then religion is doomed. church going is rather reality of life.. according to the present generation church going is just a tradition that they have been following since childhood, so its a part of their practise more than faith. Larkin is not interested in any ceremony or any sort of prayers and priests instead he visits the church when it is silent. He does not have belief in church but cannot stop visiting it. However he still has that respect for church as he removes his clips of trousers as a mark of respect. Throughout the poem his thoughts reveal his concern for the present as well as future of and wonders what is their fate. It is worth noticing that even though poet is not a believer of these churches, he still continues with his traditions and not only him, in fact most of us do have the same mindset, be it a temple, mosque or church. Therefore the poem is applicable in present era.

Gold and Diamond Mines

diamonds Modern Africa is known for its huge mineral wealth, which overshadows all its other resources. In 1886 diamonds were discovered. The name De Beer became associated with the diamond find. De Beer was a Boer farmer whose barren farm had suddenly revealed that diamonds were beneath it. He soon sold his land and the diamond rush was on. H. V. Morton described it as the strangest looking trek in South African history. Sailors deserted their ships, soldiers their regiments, merchants their shops, clerks their offices, farmers their land, and the weirdest crowd ever seen in South Africa, good and bad, came over the mountains on horseback, on foot, in Cape carts, ox wagons, stage-coaches anything that would take them to the biggest lucky dip in history. † Kimberley became the world ‘s diamond capital. The place was named after the first earl of Kimberley (1826-1902), who was a British statesman and colonial secretary. The early years at Kimberley were a chaos of individu al miners.The thousands of men who had rushed there from all parts of the world each bought little claims and began to sink shafts. Not God, the â€Å"Rock of Ages’, but the new source of hope became the rock â€Å"diamond. † When the newly discovered 83 carat diamond, which would subsequently be known as the 2 â€Å"Star of Africa,† was held up before the House of Assembly in Cape Town, the colonial secretary declared, â€Å"Gentlemen, this is the rock upon which the future success of South Africa will be built. † But the diamond industry didn ‘t bring peace and happiness.Instead, it established the future pattern of white employment in South Africa as surely as it was done for the blacks. Poor whites would always be protected from the competition of even poorer blacks by formal job discrimination. †¢ In 1859 the first diamond discovery was made in South Africa; however South Africa's diamond heritage stems from a pretty little pebble picked up on the bank of the Orange River in 1867, not far from Hopetown. Erasmus Jacobs, fifteen years old and the son of a poor labourer, took it home as a plaything.The stone was then given to a neighbouring farmer, Schalk van Niekerk, a casual collector of unusual stones. He in turn entrusted it to the trader John O'Reilly, who sent it (in an unsealed envelope! ) to Dr. G. W. Atherstone, a Grahamstown physician and one of the few people in the Cape Colony who knew anything about minerals. The stone was judged a ‘veritable diamond' of 21. 25 carats and valued at ?500. Once cut, the stone weighing 10. 73 carats, was called The Eureka and is now kept at the Library of Parliament in Cape Town. The news triggered a flurry of excitement in the Hopetown area, but eager prospectors found only a few small stones to reward their efforts and drifted away disillusioned. The discovery must have been a hoax, it was suggested: everyone knew diamonds came only from India and Brazil! Almost three years later in March 1869, a Griqua shepherd named Booi, from the farm Zandfontein, picked up a pebble that caught his eye, he first tried to barter the stone for a place to sleep, then for breakfast – everyone turned him down.He ultimately found his way to Schalk van Niekerk. By now Schalk had learned something of precious stones and bought it for virtually all that he possessed: 10 oxen, a horse and 500 sheep. The discovery of this stone set off the diamond rush that transformed South Africa from a struggling agricultural state to a leading industrial nation. Van Niekerk, in turn, sold it to a firm of local jewellers for ? 11200. The 83. 50 carat diamond, to be named ‘The Star of Africa' found its way to England, where it was bought by the Earl of Dudley for the then princely sum of ? 5000. Said Colonel Secretary Sir Richard Southey to his political colleagues, â€Å"Gentleman, this is the rock on which the future success of South Africa will be built. † How r ight he was, without the diamond finds there would be no Kimberley; without Kimberley there would have been no capital to finance the gold mines of the Reef; and without the Reef and its industries there would be no South Africa as we know it. Diggers flocked to the area and staked their claims along the banks of the Orange and then the Vaal River and its tributaries to the north.They lived in tent communities in very harsh conditions; blistering heat during the day followed by icy cold nights. Most made little for their efforts, some made modest fortunes. It was only 30km's from the Vaal River where the first significant finds were made, dry diggings on three farms, one of which was called Vooruitzicht. This farm was bought ten years prior for only ? 50 by two De Beer's brothers who found themselves beleaguered by a swarm of gem-hungry diggers. They hurriedly sold it for ? 6300, a good profit but a drop in the ocean compared to the ? 0 million it would yield over the following year s. Nearby was the discovery of ‘Colesburg Kopje', site of the future Kimberley and the richest treasure house of high quality gem diamonds the world had ever known. The year was 1871 and the ‘New Rush' had begun. The diggings attracted hordes of fortune seekers who came from all walks of life and many countries. By 1872 some 50000 men had encamped in the area. Soon the tents were replaced by corrugated iron and mud-brick houses and rudimentary hotels, bars, brothels, banks, stores, a church, a school, the famed Kimberly Club and the stock exchange.The haphazard nature of the diggings were dangerous and could not be worked at all during the rainy season until an enterprising 19 year old Englishman named Cecil John Rhodes imported a steam operated pump to keep the diggings dry. That inspiration in turn set him on the road to fortune; Rhodes became a well known, high powered businessman and more famously an explorer who funded some of his expeditions through his involvement in the diamond industry. Some time later, Rhodes had decided that consolidation was the key to the success of the diamond fields.Along with his associates he linked hands with a hard-headed diamond buyer called Alfred Beit, and so the monopolisation process began. By 1885, with Rhodes as chairman, the De Beers Mining Company was the major claimholder in the De †¢ †¢ Beers mine (named after the original owners of the farm Zandfontein) and had complete control by 1887. Barney Isaacs better known as Barney Barnato had successfully plied his trade as a ‘kopje-walloper' (under-the-counter middleman between buyer and digger) and a claim-dealing entrepreneur.Like Rhodes, showing remarkable business acumen Barnato became a multi-millionaire, and within five years of arriving in Kimberley he controlled Kimberley Mine. Kimberley Mine has been closed for decades but is now a popular tourist attraction known as ‘The Big Hole'. †¢ By 1889, the future of the diamond wo rld depended on the outcome of a battle for total control between Rhodes' De Beers and Barnato's Kimberley Mines, each backed by powerful overseas interests. Rhodes emerged the victor, a cheque for ? 5 338 650 changed hands and the two mines were brought under the control of a ew company, De Beers Consolidated Mines, the company which today, almost 110 years later still has its registered office in Stockdale Street, Kimberley. With Rhodes as chairman and Barnato and Alfred Beit as life governors De Beers Consolidate Mines won control of the other two major mines in the area and soon after a recently discovered fifth mine. Virtually the entire industry was united and the near monopoly was complete. In 1902 a young German-born diamond buyer arrived at Kimberley as the representative of a London diamond broking firm.Ernest Oppenheimer's family had been involved in South Africa's diamond industry for many years. He decided to settle in South Africa and soon became mayor of Kimberley. In 1917, he moved to Johannesburg and was chiefly instrumental in founding Anglo American, initially a gold mining house but planned from the outset as a power in the diamond world. After the First World War, South Africa was granted a League of Nations mandate over German South West Africa (now Namibia), whose alluvial deposits now began to attract serious attention.A syndicate, led by Anglo American, formed Consolidated Diamond Mines (CDM) in 1919 to exploit the deposits, and amalgamated eleven mines north of the Orange River. Later, when diamond discoveries were made in the Belgian Congo (formerly Zaire, now the Domocratic Republic of Congo) and Angola, De Beers underestimated the significance of these developments, while Anglo American moved in. When huge deposits of alluvial diamonds were located in Namaqualand on South Africa's west coast and, in 1927, near Lichtenburg in the western Transvaal, Oppenheimer's Anglo American again made its claim.Oppenheimer was soon becoming the l eading light in the diamond world, and in spite of opposition from De Beers directors who resented his swift progress was soon elevated to the board. As if to confirm his supremacy, Anglo American geologists working north of the Orange River found new deposits of gemstones even richer than those of Namaqualand. It was only a matter of three years before Oppenheimer was elected chairman of De Beers. Ernest Oppenheimer remained at the helm until his death in 1957, when his son, Harry, took over to run the giant conglomerate with outstanding success for the next quarter of a century.Today it is run by Nicky Oppenheimer, who became chairman of De Beers on the 1st of January 1998. †¢ †¢ gold †¢ The discovery of gold on the Witwatersrand in 1886 was a turning point in South African history. Far more than diamonds, this changed South Africa from an agricultural society to become the largest gold-producer in the world. Gold increased trade between South Africa and the rest of the world. For the main trading nations ie the Europe and the United States, gold was of value because their currencies were backed by gold. This was known as the gold standard.Under the gold standard, these countries had to keep gold in a bank vault to the value of the currencythey issued. For example, if the government of a country wanted to print more money, it had to buy gold to back that money. If that country did not produce gold itself, it had to import gold from another country. Under the gold standard the price of gold was fixed internationally. It was kept low as this benefited nations in Europe and the United States amongst others. These strong nations did not produce gold and had to buy it from elsewhere to back their own currency.In the 1930s many countries abandoned the gold standard. The effect that this had on the South African economy will be examined later on this feature. The Gold Rush On summer's day in 1886, two prospectors discovered gold on a Transvaal farm c alled Langlaagte. Gold was not new to the Transvaal. African had mined gold hundreds of years earlier. More recently, gold had been found in the Eastern Transvaal. In most cases this gold ran out, forcing small mining towns to close down. The gold found at langlaagte was different. The gold discovered there ran for miles and miles underground, ‘an endless treasure of gold'.The Richest Gold-Mining Area in the World. Gold changed the face of the Transvaal. Before 1886 it was a poor, struggling Boer republic but ten years later, it was the richest gold mining area in the world. As news of the gold find spread throughout South Africa and the rest of the world, men made their way to the Transvaal. They walked, rode on horse back, or came by ox-wagon. Ships no longer passed South Africa on their to Australia and New Zealand. Instead, boatloads of men arrived at ports and hurried to catch the next coach to the Transvaal, hoping to find the riches of their dreams. †¢ †¢ â₠¬ ¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢The importance of the gold-mining industry The South African goldfields, 1996 (click on the map to see it larger, and to do the next exercise) A few years after the discovery of gold on the Witwatersrand, a string of mining towns marked out the gold-bearing Reef. The map that follows shows that the gold-mining towns formed a curve starting from the East Rand in Heidelberg, extending westwards across to †¢ Krugersdorp and Randfontein. Later more gold mines were discovered further south and east. As a result of this ‘endless treasure of gold', gold mining very quickly became the largest and most important part of the economy. †¢ The world's gold production for 1930 Percentage of the world's gold produced in the Transvaal from 1895 to 1940YEARVALUE (POUNDS)TRANSVAAL (%)18954084300021,01900523120002,819057775600026,819109333200034,31915972180 0039,719206973900049,719258081700050,41935131 68000034,8194017335400034 ,4The nature of gold mining on the Witwatersrand The gold mining on the Witwatersrand had to soon evolve. The gold that was mined was very near to the surface of the ground. As with the diamond mining in Kimberley, the first stage of gold mining took the form of outcrop harvesting.Under the supervision of a prospector, labourers would dig up the ground with picks and shovels in order to reach the gold-bearing ore. Deep-level mining Before long it became necessary to dig a lot deeper to reach the gold, even as much as a kilometre beneath the ground. This became known as deep-level mining. Deep-level mining required new and expensive machines. Machines were used to sink shafts hundreds of metres beneath the ground. By 1906 the Robinson Deep Mine just off Eloff Street in Johannesburg had become, at 800 metres, the deepest producing mine in the world.Because of the heat and the gases underground, ventilationwas necessary for people working at such depths. Also, the deeper the line was, the more water was encountered. Special pumps had to be imported to remove the rater. Low-grade ore The rock from which the gold is extracted is called ore. The gold can be described as being ‘trapped' in ore. A characteristic of the ore in the Witwatersrand is that it is low-grade. This means that a very large amount of ore always has to be dug up and crushed in order to get a small amount of gold.Even today in some mines in Gauteng, as little as 3 grams of gold is obtained from 1 ton of ore. ‘An endless treasure of gold' Although the ore is low-grade, the gold reef stretches for over 400 kilometres from Evander in Mpumalanga to Virginia in the Free State. This area produces most of the gold in the world. Depending on the gold price, people could carry on mining here years to come. The needs of the gold mines follows below. It shows the huge amount of money needed start a gold mine along with a supply of cheap labour. Without these, gold mining in South Africa would not have been profitable. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ The needs of the gold mines The problem of mining, since the discovery of gold on the Witwatersrand, has been to make the poor ore product profitable. Some historians believe that if such poor ore had been found anywhere else in the world, it would have not have been mined at all. The plentiful supply of cheap labour available to the gold mines in South Africa made this viable. Who invested money in the gold mines? The amount of money needed to develop a mine was very large. Most mines were owned initially by investors who brought money in from other countries, hoping to profit from the new mining industry.This money was spent on things like importing special machines for sinking shafts in order to reach the gold-bearing org in the depths of the earth. In addition, the mines needed people who were skilled at deep level mining. These people were mainly immigrants and their l abour was expensive. Skilled workers came from Australia, America, Eastern Europe and especially Britain. In Britain the tin mines in Cornwall were closing down the same time as the gold mines in South Africa were starting up. So many skilled miners from Cornwall came to work on the Witwatersrand.Because of the gold standard, the price of gold was internationally controlled and remained fixed for long periods of time. This meant that an increase in working costs could not be passed on to the buyers by increasing the price of gold. It soon became clear that the only way of mining profitably on the Witwatersrand was to secure a very large supply cheap, unskilled labour. How the mines got their labour In order to be profitable, the mines needed an ongoing supply of cheap labour. The mine owners therefore had to think very carefully about when they would get labour from and how they would make it cheap. We must have labour. The mining industry without labour is as †¦ it would be to imagine that you could get milk without cows. ‘ President of the Chamber of Mines, March 1912 The problem that faced the mine owners was that there was no ready-made supply of workers whom they could recruit to work in the mines. They had to use many different methods to create and keep a supply of cheap labour. Workers in turn resisted these methods in various ways. Few Africans were willing to leave their fields to work underground. Most African farmers were not interested in working in the mines while they still had land.Some, like the Pedi, had been prepared to work as migrants for short periods on the diamond mines in order to get money to buy farming implements, as well as guns to defend themselves. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Even mine owners had to find a way of turning the migrant system into a cheap one. In the years between 1890 and 1899 the number of African mineworkers rose from 14 000 to 100 000. This s ection shows how mine owners managed torecruitthose 100 000 migrant workers and how the migrant labour system was turned into a cheap one.The governments (both Boer and British) and the mine owners worked together to guarantee the mines an ongoing supply of cheap labour. The conquest of the African kingdoms African independence was largely destroyed by the 1880s. Two examples of this were the conquest of the Pedi and the Zulu kingdoms. The methods used to force Africans to become migrant labourers included taking advantage of internal conflicts within African kingdoms. Going to war against the African kingdoms was another method used by both the Boers and the British. Once the African kingdoms had been defeated, the Boer and British governments taxes and land control easures left people with few options for survival except to seek work in the towns. †¢ †¢ †¢ †¢ †¢ †¢ Control over land By the 1880s the Boers had formed governments in the Transvaal and th e Orange Free State. The British ruled over the Cape Colony and Natal. The Boers and the British were slowly extending their control over the land and the people living in these areas. By 1900 most of the land in South Africa had been taken over by white farmers, mining companies, land companies and by the government. In the Cape and Natal in areas like the Transkei and Zululand, land still belonged to African farmers but there was much less of it.There were some Africans involved in commercial farming in the Orange Free State and the Transvaal. But Africans did not farm their own land in these provinces. Most of them farmed land that belonged to white farmers or unused land that belonged to land companies or the government. They were like the tenant farmers in Britain. Imposition of taxes Soon the Boer and the British governments started to impose taxes on their ‘subjects'. They made new laws that demanded taxes be paid in cash and not in cattle. Africans had to pay a hut tax of R1 per year for every hut.It took a man about three months on the mines to earn this and many men went to work on the mines to pay the hut tax. Every man over 18 years old, black or white had to pay a poll tax of R2 a year. Black unskilled workers were earning between 5c and 19c a day on the mines. They had to use most of this money to buy food and clothes for themselves. It therefore took them months of extra work on the mines to pay the poll tax. †¢ †¢ †¢ †¢ †¢ †¢ The third form of tax was the labour tax. In the Cape, the then Prime minister, Rhodes, passed a law called the Glen Grey Act in 1894.Among other things, this law forced all Africans in the Cape to pay R1 to the government every year. However, they did not have to pay this tax if they proved that they worked for wages for at least three months of the year. †¢ Most African men therefore either had to: †¢ earn money to pay the hut tax and the poll tax by selling produce, or worki ng for a short time either on white farms or in towns, or avoid paying the labour tax by working for wages for short periods either on farms or in towns. In these ways thousands of men were forced to become migrant workers.Most chose to go to the mines rather than to do farm labour because they could earn higher wages on the mines. They would go to the mines for specific lengths of time as short as three months or as long as two years while their wives and children stayed at home keeping the farms going. As result more and more men were separated from their families for increasingly long periods. Rhodes claimed that these taxes were meant to encourage independent African farmers to work for wages and to use the cash that they earned to ay for ‘wise and good government'. Early attempts at recruiting From Vusi goes back, Prezanian Comix/E.D. A. Because of the very large supply of labour that the mines needed, the mine owners had to ensure that a sufficient number of men would sp end enough time working on the mines every year. There was competition for labour between the richer mines and the poorer mines. The richer mines were usually able to attract workers by offering higher wages. At the same time, the very existence of the poorer mines depended on reducing working costs by keeping wages as low as possible. The mine owners solved this tension between the richer and the poorer mines by flooding the market with recruited workers.These were workers who were encouraged to come and work on the mines by special agents or ‘touts'. ‘Touts' were paid by recruiting agencies for every worker they recruited. In this way mine owners created a situation where there were more workers than jobs so that workers would be forced to work for lower wages. The mining industry was a major taxpayer to the Transvaal. As a result, the Kruger government co-operated with the mine owners. Although the government was concerned to ensure that the mines did not take African labour away from Boer farmers, it did agree to recruit labour for the mines.This included allowing foreign labour from neighbouring countries to work on the mines. The Kruger government also introduced and policed a pass system. Africans were required to carry passes, a form of document, which allowed them to †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ travel and find jobs only with the approval of the government or an employer. This was designed to control the number of Africans coming to the urban areas. The pass system remained in place in one form or another until 1986. †¢ †¢ The rinderpest Another blow to those farmers who were able to hold onto their independence came with the rinderpest epidemic of 1896-7.This cattle disease reduced many herders to poverty and starvation and many were forced to seek work on white farms or in the mines. Explaining causes Many causes or reasons have been provided to explain why thousands of African farmers went unwillingly to work on the mines every year from the late 1880s onwards. Some of these causes may have had a greater effect on people's lives than others. Behind the scenes of the world of the workers 1897: Lord Miner became governor of the Cape Colony and British High Commissioner in South Africa. He was known for his dislike of Kruger, president of the Transvaal.He also had a strong desire to expand Britain's sphere of influence in South Africa. 1899-1902: The South African War (previously called the Anglo-Boer War) broke out and lasted for three years. An important cause of the war was the struggle for control over the goldfields. The mines were forced to close during the war. Workers returned home. This affected productivity and cost the mine owners and the economy millions of rands. Some say the war paved the way for the Cape Colony, Natal, the Transvaal and the Orange Free State to form one state. 904-1908: South Africa had to be rebuilt or reconstructed after the war. A s part of its reconstruction programme the government under Milner secured cheap indentured labour from China. This enabled the mines to lower wages and ignore the demands of Southern African workers for higher pay and better working conditions. Milner's reconstruction programme was similar in some ways to the Reconstruction and Development Programme (RDP). Milner's government had to tackle the task of rebuilding the country after the South African War.Africans did not accept the loss of their land or the imposition of taxes, passively. But it was hard for them to fight back because of the strength of the British and the Boers. The development of the mining industry largely destroyed independent farming as a way of life. It changed previous patterns of trade to produce a new economy and a new political system. This new system was controlled by whites. And, particularly during the period from the 1860s to 1910, Britain (and internationally-based companies) had a great influence over the way the country was governed. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢