ResearchTopicsforaMaster'sDegreeinBusinessAdministration Theprocedureofcompletingamaster'sdegreeinbusinessadministrationusuallyinvolvestwoorthree yearsofstudy.Thedegreerequirementstypicallyincludecompletionoftheassignedcourseworkand submissionofaresearchprojectattheendofthelastyear.Itisimportanttochoosearesearchtopic thatexamines businessadministrationtechniques andissues relatedtoyourfieldofspecialization. ThereareafewfieldsfromwhichtochoosewhenstartinganMBA,includingmarketing,financeand humanresources.

InternetMarketing

Internetmarketingordigitalmarketingisanexcellentresearchtopicforthosewhoaremajoring inamarketingfield.It'salsoreferredtoasemarketing,anddealswiththepromotionand advertisingofproductsorservicesovertheInternet.Aresearchprojectonthistopiccan encompassdetailedresearchonmodernusesofInternetmarketing,emarketingasabusiness, advantagesandlimitationsofdigitalmarketing,securityconcernsanditseffectsondifferent industries.

CashManagement

Cashmanagementstrategydealswiththecontrolofcashcollectionsandhowcompanies overseeandinvestthiscash.Thistopicforresearchisperfectlysuitableforstudentsstudying financeasanMBAmajor.Youcanoutlineyourresearchtopicaroundbasicsofcash management,cashmanagers,positiveandnegativecashflow,managingcashshortages, developingacashmanagementstrategyforcompaniesandwhyit'simportant.

SuccessionPlanningandManagement SuccessionplanningandmanagementfallsunderthehumanresourcesMBAsegment. Successionplanningandmanagementincompaniesdealswithmakingprovisionsforthe replacementandplannedadvancementofpeoplewithleadershipqualities.Theresearchproject onsuccessionplanningandmanagementcanrevolvearoundthebasicsuponwhichcompanies basesuccessionstrategies,ortherequirements,practicesandimportanceofsuccession planning. InventoryControlManagement

Inventorycontrolmanagementprocessisconcernedwithreducingthetotalcostofinventoryby managinganddetectingmaterials.Youcanwriteyourresearchtopiconinventorycontrol managementfocusingoninventorycontrolstrategydevelopments,techniquesofinventory control,mainfactorsinvolvedintheinventorycontroldecisionmakingprocessandits implementationincompanies.Thisresearchtopicfallsinthecategoryoffinancemanagement studiesaspartofanMBAdegreeprogram.

ChoosingaResearchTopic ByRichardM.Reis "Itisreallyimportanttodotherightresearchaswellastodotheresearchright.Youneedtodo'wow' research,researchthatiscompelling,notjustinteresting." GeorgeSpringer,chairmanoftheaeronauticsandastronauticsdepartmentatStanfordUniversity Ofallthedecisionsyou'llmakeasanemergingscientist,noneismoreimportantthanidentifyingthe rightresearcharea,andinparticular,therightresearchtopic.Yourcareersuccesswillbedetermined bythosetwochoices. Theresearchyoudoasagraduatestudentwillsetthestageforyourresearchasapostdocandasa professor.Whileitisunlikelythatyourlaterresearchwillbeastraightforwardextensionofyour dissertation,itisalsounlikelythatitwillbecompletelyoutsideyourfield.Storiestothecontraryare theexception,nottherule.Theknowledge,expertise,andskillsthatyougainearlyonwillformthe foundationforyourlaterinvestigations.Choosingtherighttopicasagraduatestudentwillhelpyou insurethatyourresearchwillbeviableinthefuture.Therighttopicwillbeinterestingtoyou,complex, andcompelling. AccordingtoCliffDavidsonandSusanAmbroseofCarnegieMellonUniversity,"Themostsuccessful researchtopicsarenarrowlyfocusedandcarefullydefined,butareimportantpartsofabroadranging, complexproblem." Findingtheidealresearchproblemdoesnotmeansimplyselectingatopicfrompossibilitiespresented byyouradviserorhavingsuchatopicassignedtoyou,attractiveasthismayfirstappear.Itmeans goingthroughtheprocessofdiscoveringandthendevelopingatopicwithalltheinitialanxietyand uncertaintysuchachoiceentails.Thisishowyoudevelopyourcapacityforindependentthought. Thereareanumberoffactorstoconsiderwhenselectingaresearcharea.Someofthemhavetodowith yourparticularinterests,capabilities,andmotivations.Otherscenteronareasthatwillbeofgreatest interesttoboththeacademicandprivatesectors. Thechemistryprofessorandauthor,RobertSmith,inhisbookGraduateResearch:AGuidefor StudentsintheSciences(ISIPress,1984),lists11pointstoconsiderinfindinganddevelopinga researchtopic: 1. 2. 3. 4. 5. 6. 7. 8. 9. Canitbeenthusiasticallypursued? Caninterestbesustainedbyit? Istheproblemsolvable? Isitworthdoing? Willitleadtootherresearchproblems? Isitmanageableinsize? Whatisthepotentialformakinganoriginalcontributiontotheliteratureinthefield? Iftheproblemissolved,willtheresultsbereviewedwellbyscholarsinyourfield? Areyou,orwillyoubecome,competenttosolveit?

10. Bysolvingit,willyouhavedemonstratedindependentskillsinyourdiscipline? 11.Willthenecessaryresearchprepareyouinanareaofdemandorpromiseforthefuture? Let'stakeacloserlookatMr.Smith'slist.Clearlyitisimportanttopickaproblemyouareenthusiastic about(1),andonethatwillinterestyouoverthelonghaul(2).Muchresearchisjustthat,research.At timesitwillbemundane,anditwillsurelybefrustrating.Experimentswon'tgoright;equipmentwill fail;datafromothersourceswon'tarriveontime(oratall);researcherswhopledgedtheirassistance won'tcomethroughasexpected,whileotherswilldoworkthatcompeteswithyourresearch.During thesetimesyou'llneedcourageandfortitude. Pickingaproblemthatyoucansolveinareasonableperiodoftime(3),thatwillleadtofurther research(5),andthatismanageableinsize(6)isaparticularchallengeformostgraduatestudentsand postdocs.Doctoralstudentstendtotakeonmorethanisnecessarytoachievewhatoughttobetheir goal:completingadissertationorobtaininganotherpublicationortwo.That'swhyitisessentialto havetherightsupervisor.It'shisorherjobtohelpyoudeterminehowtomakeyourdissertation originalandpublishable,yetalsomanageable.(Moreonchoosingtherightadviserinmynextcolumn.) TherewillbeplentyoftimeforfurtherworkafteryoucompletethePh.D. Whetherornotaproblemisworthsolving(4),willmakeanoriginalcontributiontotheliteraturein yourfield(7),andifsolved,willhaveresultsthatwillgarnertheattentionofscholarsinyourdiscipline (8),isattheheartofwhatismeantbychoosingcompellingtopicsleadingtoameaningful"streamof ideas." Onewaytotellifasubjectiscompellingistonotehowmanypeopleattendseminarsorsymposiaon differentresearchtopics.Insomecases,attendancemaybeupforbignamespeakers,butoftenitis becausetheworkpresentedisofbroadinterest.Theseseminarscangiveyoucluestopossibleresearch directionsandtopics.Ofcourse,goingintoanareawheretherearetoomanyotherresearchershasits drawbacks,butbewareofgoingtotheoppositeextreme.Youdon'twanttobetheonlyresearcherinan areathathaslittlechanceofdrawinginterestorsupport. Yourcapacitytotackletheproblem(9)willdependsomewhatonyourinnateabilities.However,to solvetheproblemyou'llalsoneedtodevelopbasicknowledgeandtechnicalunderstanding,computer skills,andexperimentalexpertise.Toacquiresuchskillsyou'llneeddirectaccessorWebaccessto coursesandseminars,librarymaterials,independentstudyopportunities,andmostimportantly,other students,postdocs,facultymembers,andevenindustrialscientistsandengineers. Todevelopindependentskillsinyourdiscipline(10),startbydefininganddevelopingaproblemthatis sufficientlyrobust.You'llthenneedtoacquireafundamentalunderstandingofcertainphenomenaor behaviorsandexperimentaltechniquesinordertosolvetheproblem.However,asPeterFeibelman, authorofthepopularbookAPh.D.isNotEnough(AddisonWesley,1993),says:"Itisimportantthat yourfocusbeonproblemsandnotontechniquesorspecializedtools.Thelattercomeandgoandasa researcheryouwanttobeabletoshiftyourapproachesasneededtosolvethemorefundamental problems." Choosingaresearchareathatwillbeinfuturedemand(11)canbetricky.Somefields,suchas

semiconductorphysicsandfiberoptics,mayhavebeencompellingforsometime,butarenow approachingmaturityandshiftingfocusandarelikelytobelesspromisinginthefuture. Otherareas,suchastelecommunicationsandbiotechnology,arequitepopular.However,theirvery popularitymayhaveoversaturatedthefields.Insuchcases,largenumbersofinvestigatorsoften competeforlimitedfinancialandexperimentalresources. Somefieldsdrivethetechnologyforotherfields,andthereforemaybeinabetterpositiontothriveas specificapplicationsshift.Youneedtolookatemergingfieldsandseeifyourworkcanaffectthese areasinsomespecificway.Forexample,workonamorphoussiliconmayapplytotheemergingfield offlatpaneldisplays,which,inturn,ispartofanevenbroaderfieldoflowpowerportable communicationssystems. Finally,youneedtopayattentiontothebroaderimplicationsofyourworkandtothepossibleappeal suchworkhastobothacademiaandindustry.AsSmithnotes: "Interdisciplinaryresearchisnosubstituteforgooddisciplinarytrainingduringthegreaterpartofa graduatecareer.Itisadvisable,however,toseekexposuretointerdisciplinaryactivitiesingraduateas wellaspostdoctoraltrainingsincemostresearchersengageininterdisciplinaryresearchduringtheir professionalcareers." Onceyou'vefoundtheidealresearchtopic,yournextchallengewillbechoosingtherightresearch adviser.Iwilldiscussastrategyfordoingjustthatinmynextcolumn. RichardM.ReisisdirectorforacademicpartnershipsattheStanfordUniversityLearningLaboratory, andauthorofTomorrow'sProfessor:PreparingforAcademicCareersinScienceandEngineering, availablefromIEEEPressorthebooksellersbelow.Heisalsothemoderatorofthebiweekly Tomorrow'sProfessorListserve,whichanyonecansubscribetobysendingthemessage[subscribe tomorrowsprofessor]toMajordomo@lists.stanford.eduHaveaquestionorasuggestionforRichard Reis?Pleasesendcommentstocatalyst@chronicle.com

CompetitiveanalysisofBehavioraltraininginserviceandmanufacturingindustries attritionratesin fyouareinterestedinanyofthetopicsdiscussedinthisarticle,wewouldbemorethanhappyto provideyouwithmoreinformation.Ourexpertwriterscanproducedissertationstoa1stand2:1 standardthataretailormadetomatchyourrequirementsandwehaveadedicatedcustomersupport teamwhoareonhanduntil11pmMondayFridayand10am6pmSaturdayandSunday.Our professionalwriterswillproduceaqualityandoriginalpieceofworkthatwouldbeapraiseworthy finaletoanyone'sacademiccareer. WearealsoofferingauniqueDissertationTopicandOutlineservice,foronly59.99we'llbeproviding studentswithcompletecustommadeDissertationOutlines,whichwillbehelpfulinformulatingtheir

dissertationtopic,objectives,literaturereviewandmethodology.TheDissertationOutlineisanideal toolforanystudentstrugglingtostarttheirdissertationorproposal. Forqueries,pleaseseeourdedicatedCustomDissertationwritingsection,ortoorderyourcustom writtendissertationpleaseclickhere. 1.0Introduction AdissertationonHumanResourcesManagement(HRM)canencompassawiderangeoftopics, thereforeitisvitaltostartwideandthenfocusinonaspecificsubjectarea.Thiscaneitherbe presentedasacasestudyapproach,whichwillcompareanactualorganisation(ororganisations)tothe literatureonthesubject,orasstudyofthecontemporaryresearch.Thecasestudyapproachaddsdepth tothepaper,introducingreallifescenariosandhoworganisationsidentifyandreacttothem.The followingareonlysuggestionsoftopicswithintheHumanResources(HR)umbrellaandcanbe adaptedtomeetindividualneedsandpreferencesforaHumanResourcesManagement(HRM) dissertation. 2.0HRTheory TherearefundamentaldifferencesintheapproachtoHumanResources(HR),forexamplethe'hard' and`soft'versionsofHumanResourcesManagement(HRM).The'hard'versionplaceslittleemphasis onworkers'concernsand,therefore,withinitsconcept,anyjudgmentsoftheeffectivenessofHuman ResourcesManagementwouldbebasedonbusinessperformancecriteriaonly.Incontrast,'soft'Human ResourcesManagement,whilealsohavingbusinessperformanceasitsprimaryconcern,wouldbe morelikelytoadvocateaparallelconcernforworkers'outcomes.ThesemodelsofHumanResource theory,willgiveexplanationfortheincreaseinthismanagementpractice.Ithasbeendefinedas "mutualgoals,mutualinfluence,mutualrespect,mutualrewardsandmutualresponsibility".The 'psychologicalcontract'underthisunitarist,highcommitmentmodelisoneofmutuality,butitisa mutualitystrictlyboundedbytheneedtooperatewithinanessentiallyunitaryframework.The followingaresomesuggestionswithintheareaofHumanResources(HR)Theorythatyoucouldbase yourhumanresourcesmanagementdissertationon.

Comparisonofmodels HRinpractice,amodernstudy CanHRprovidealltheanswerstopeopleissues ThedarksideofHR Tradeunions'placeintheorganisation HRbehindcloseddoors CanlineamanagerexecuteHRpolicies,ordoesitdilutethepractice? HRasasharedservice HRandcontrolpractices TaylorismversusHR

3.0ChallengingHR"TheWorkersVerdict" Thiswasaverycompellingandpowerfularticlepublishedin1999byDGuestintheHumanResources Managementjournal.Agooddissertationtopicwouldbetorevisitthisarticleandthencomparethisto

employee'scurrentopinionoftheintervention.ThisarticleclaimedHumanResourceswasanother managementtooltocontroltheworkforce,andinthewronghandswouldbringbackcontroland commandmanagementpractices.Itquestionedtheabilityofmanagementtoacquirethesoftskills neededtoimplementHumanResourcesinitspuristform.Thisarticleisoneofthemostdamming writtenontheHRpractice,thereforeagoodpapercouldeitherconcludeafternearlytenyearsof practicesince,practitionersaredeliveringvalueforallortheworkersverdictofthepracticeisstill negative. Withallthesectionstherearenumerousareasthatcanbereviewed.Ihavediscussedoneareaandthen addedsuggestionsonhowtofocustheresearch.Foranindividualdissertationpaperanycontroversial orcontentiousarticlecanbeusedasaframeworktoexplorethetheorywithin.Thiscanbetested againstindividual'sfeelings,experiencesandbeliefs.ChallengingHRisasubjectclosetomany workersheartsandwouldmakeforacompellinghumanresourcesmanagementdissertation.

Theoryinaction(anexampleandstudyofthetheoryinpractice). IstheHumanResourcevalued? CantheHRfunctionalwaysdrivechange? Outsourcing(canthegatekeeperofculturebeoutsourced?) Outsourcing,whatdowedonow? Whopushedwhoout(adeclineoftheunionswiththeincreaseinHRpractices). Employeebargainingpower. DoesHRwork? ManagingtheHRfunction.

4.0TrainingandDevelopment RecognitionoftheimportanceofHumanResourceshasincreasedinrecentyears;thisisaresultof competitionfromoverseaseconomies.Incountries,forexampleJapan,GermanyandSweden, investmentinemployeedevelopmentishigherthantheUK.Thishasledtosomeorganisations reviewingtheirpoliciesontraining,introducingcontinuousinvestmentintheiremployees. Thelatestrecession'simpactonbusinessisthecreditcrunchandwhetherthiswillhaveanimpacton traininganddevelopment.Itiswelldiscussedwithinliteraturethatthe"trainingbudgetisfirstbudget cutduringhardtimes",althoughtheoristdonotbelieveingeneralthatthisisthebestactionforthe HumanResourcesdepartment,andthelongtermbenefitsoftrainingoutweightheshorttermmonetary savings.Withthecreditcrunchayearold,anorganisation,forexampleinfinancialservices,couldbe studiedtoseetheeffectontheirtrainingbudget.Toaddcontexttwoorganisationscouldbecompared, withasmallsectionontheirfinancialperformancetotestthestatementabove.Belowaresome suggestionsastohowtonarrowyourhumanresourcesmanagementdissertationontrainingand developmentdowntoaspecifictopic.

Howdoorganisationssurviveeconomiccrisis(fromthetraininganddevelopmentperspective)? Doestraininganddevelopmentreallyimpactonthebottomline? Whatskillsareneededfortoday'sturbulentclimate? Whotrainsthetrainers?

IstrainingaPanacea? Softskills,whoneedsthem? Trainingonabudget. Wherenow,postdisastersurvival? Softversushardskills. Canpoorselectionprocessesberemediedthroughtraininganddevelopment?

5.0HRasthelastcompetitiveadvantage Thiscouldbebasedonsimply"Ifyousnoozeyoulose".ThisisastrangestatementforHuman Resources,butthereissomuchwrittenincontemporaryliteraturethatpreachesthatHumanResource isthefinalcompetitiveedgefororganisations;thereforethosethathavenotintroducedthispracticeare atadisadvantage.Thispapercouldcomparetwoorganisations,forexampleoneoperatingabest practiceHRpolicyandtheotherwithlittleornoHRpolicies.Thiswouldidentifywhataddedvalue thereisinbestpracticeHumanResources,andifthisaddsthesamevaluetoallorganisations.The organisationsforthestudywouldneedtobeinsimilarmarketsandemploythesamenumberof employees. Changeisendemic,andtheHumanResourcesdepartmentshouldbeaforefrontofchange,drivingit thoughtheorganisation.Suggestedtopicswithinthisareaforyourhumanresourcesmanagement dissertationcouldinclude:

Ifyousnoozeyoulose. Keepingupwithchange,howdoorganisationscopewithchange? HRreplacedpersonnel,whatcanreplaceHR? Value,howdoyouassesstheHRvalue? Whybother,Iwillcatchthenextfad. Astudyonanorganisationtoadvisethemoftheiroptions. Astudyofchangeinanorganisation. Changeforchangesake(isnewalwaysbest?). BenefitsofHR.

6.0PerformanceManagement RewardsystemsthatareimplementedundertheumbrellaofHumanResourcesarefrequentlyatool usedtoraisecommitment,competenceandequivalence,andtheseinstrumentsareextremelycost effectivewhenexecutedcorrectly.Todaytheindividualismofcontractgivesemployeesmorecontrolon theirreward.Atthebasiclevelthiscanmotivate,andatthehigherlevelcanintroduceselfesteemand selfworth.Performancerewardorincentivepayisatoolthatcanbeusedtosettargetsandthenreward whenthesestargetsaremet.Performancemanagementconsistsofacycle,consistingoffiveparts(1) settingofperformanceobjectives(2)measuringtheoutcomes(3)feedbackofresults(4)rewardlinked totheoutcomesand(5)amendmentstoobjectivesandactivities.Therearemanycompaniesthatuse performancemanagementstrategies,andusethemindifferentways,givingyoudifferenttopicsto researchandcompaniestocompareandcontrast.Someideasarelistedbelow.

Isperformancemanagementeffective?

Canskillsbeincreasedthroughperformancemanagement? Isitpossibletomanageall? Canwagesbecappedthroughperformancemanagement? Doindividualshavecontrolovertheirreward? Upskilling. Reviewingandreactingonresults.

7.0Appraisals Atopicareacouldbethesubjectivityoftheappraiser.Performancemanagementiswidelyusedto assessemployees'capabilitiesandtosettargetsforthenextyear.Themaincontentiousissueswith performancemanagementaretheappraisals;theyareconductedwiththesubjectivityoftheappraiser, whowilloftenentertheappraisalinterviewwithpreconceivedconclusionsofboththeappraiseeand theinterview.Thegravityofthisisimmenseasitformsthefoundationsofperformancemanagement. Iftheyarenotconductedfairly,therearenobeneficialoutcomestoeithertheappraiseeorthe organisation. Apaperonthe"SubjectivityoftheAppraiser"couldbebasedonthetheoryfrompsychologyand managementpractice,andreviewsmethodsandtechniquestoreducebiasfromtheappraisalinterview. Ifyouareinterestedonbasingyourhumanresourcesmanagementdissertationonappraisals,thereare somesuggesteddissertationtopicsbelow.

Cansubjectivityberemoved? Halo,whatHalo? Wasthatfair?Acomparison. CanIhaveapayrise? Aretheyhonest? 360degreeappraisals. Publicsectorappraisalsandthespinalpayreward.

8.0Motivation Intheoryamotivatedworkerisaproductiveworker.Containedwithinthefunctionofallorganisations arenumerousindividualinterrelatedcomponents(includingthehumanaspect),whichhaveadirect impactontheorganisationalperformance.Itiswidelyrecognisedthatthe"humanresource"isregarded asthemostvaluableresourceanorganisationhas.However,thisresourcedoesnotalwaysreceivethe attention,respectandthefinancialrecognitiontodevelop,toallowtheemployees'fullpotentialtobe realised. Thecomplexrelationshipbetweenemployeeandemployerhasbeenstudiedfrombothapsychological andsociologicalaspect.Thefindingsfromboththesefieldsofresearchhaveidentifiedfourmain categoriesoftheoriesonemployees'motivation.(1)Economicneedsofman,moneyisthemotivator forexample:Taylorism(2)SocialmanfromtheHawthornestudies:(3)Selfactualisationthis extendedtheresultsfromtheHawthornestudiestoincludepsychologicalissues:(4)Thecontingency approachthisidentifiesthatindividualmotivationisinfluencedbyanumberofvariables.Ifyouare keentodiscussmotivationwithinyourhumanresourcesmanagementdissertation,herearesomeideas

togetyoustarted.

Contemporaryversustraditionaltheory. HRandmotivation. Motivationandjobsatisfaction. Crossorganisationcomparison,whogetsitright? HRMisamotivator. Linkbetweenmotivationandperformance. Motivationandretentionlevels. Doesmotivatedworkforceincreaseproductivity? Motivationversustotalreward.

9.0StrategicHR TherehasbeenasignificantriseintheinterestofstrategicHumanResourceManagementinthepast decade.ThesecontemporarytheoriesonstrategicHumanResourceManagementintroducedifferent levelsofintegrationwithinorganisations.Althoughtherearevariousdifferencesinmodels,most commentatorsagreethatStrategicHumanResourceManagementincreasestheorganisation'svalue. Withtheglobaleconomyandtheincreaseincompetitionthisbrings,thehumanresourceisviewedas thelastcompetitiveedge.Itishowthisresourceismanagedandthevaluethatisplaceonit,thatmakes adifferencebetweenorganisations.Whentheorganisationalstrategyhasnotconsideredthe implicationstothehumanresourcei.e.arethereenoughtrainedemployeesordoweneedtoemploy more,thestrategyrunsahighriskoffailure.Thereforeitisvitaltoalignthehumanresourcewiththe organisation'sstrategy.AhumanresourcesmanagementdissertationonstrategicHRlendssome interestingtopicsforyoutodiscuss.

DoesHRsitandfitontheboard? Futureplanningorfirefighting? Reactiveorproactive? Futureplanningorjustifyingrole? CanHRbestrategic? SHRM,anothernewfad? HRdrivingtheorganisation. OperationsorplanningtheHRfunction?

10.0Culture Theunderlyingassumptionistheway"thingsgetdone"intheorganisationandthatindividualsknow howtobehave.Whenanassumptionisbroken,itisquestionedbymembersoftheorganisation.This helpstomaintaintheculture(Phelan2005).Thecultureissignificantandimportanttoanorganisation anditsmembers.Fortheindividualandgroupmember,cultureisthe"socialgluethathelpsholdthe organisationtogetherbyprovidingappropriatestandardsforwhatemployeesshouldsayanddo". Consequently,theculturewillreduceanemployee'suncertaintyandanxietyaboutexpectedbehaviour. Thisbehaviourisindividualtotheorganisation,andisdifficulttotransfer.Theorganisation'sculture

differentiatesitfromothers,andpartlyexplainswhyemployeesareattractedtooneemployerversus otheremployers.Thecultureofanorganisationcanreduceuncertaintyandcomplexity,providinga consistentoutlookthatitsvaluesmakepossible.Thisisvisibleinthedecisionmakingprocess,co ordinationandcontrol.Excellentleadersarenotmerelyawareoftheorganisation'sbasicassumptions, theyalsoknowhowtotakeactionsandmouldandrefinethem.Todiscusscultureasahumanresources managementdissertation,sometopicsaresuggestedbelow.

Gatekeeperorowner? Placingvaluesintheorganisation. Cultureistheorganisation. It'sthewaywedoitaroundhere. Inductingnewemployeesintotheculture. Recruitingtochangetheculture. Managingculturalchange. Trainingandculture. Changeagent.

11.0Diversity Overthepastfewdecadesthenatureandthecompositionoftheworkforcehasbeenchanging.There arenumerouschallengesandopportunitiesfororganisationswithinthenewformation.Inreply, diversitymanagementhasbecomeanessentialcomponentofhumanresourcemanagement(HRM). Diversitymanagementisarelativelynew,butsignificantareaofHRM. Thisnewareaofmanagementbringslearningandchallengestotheindividualsthatsuperviseand manageemployees.Diversitymanagementdoesassumedifferentformsandmodelsinpractice,butis definedasanorganisation'sactiveinvestmentintheintegration,development,andadvancementof individualswhocollectivelyrepresenttheworkforce.Whendevelopinganorganisationalstrategy, diversityisplacedintheculture,policies,andpracticeswhichsupportrespectandcommunication,as wellasindividual,teamandorganisationalperformanceinadiverseenvironment.Possibletopicson diversityforyourhumanresourcesmanagementdissertationare:

Differencesbetweendiversityanddiscrimination. Managingthenewworkforce. Crossnationaldiversity. Candiscriminationberemoved? Managingdiversityandculturaldifferences. Trainingfordiversity. Thelineanddiversity. Diverseandcosmopolitan. Theglobalvillage.

HRTopics.. 1.T&D

2.PerformanceManagementSystem 3.EmployeeWelfareMeasure 4.360degreeAppraisal 5.QualityofWorklife 6.HRDPractices 7.FactorsdeterminingJobSatisfactionofEmployees 8.StressManagement 9.EmployeeretentionTechniques 10.SettlementofGrievance 11.WorkersParticipationinManagement. 12.EffectivenessofTraining(DoitasResearchProject) 13.Jobevaluation 14.Employeesatisfaction 15.compensationreview.. 16.applicationofnewmotivationalapproachforemployee 17.requirementprogram 18.360degreefeedback 19.CRM 20.RecruitmentProcess 21.Generalevaluation 22.Mappingtrainingneedofemployees 23.SuccessionplanninginSeniormanagement 24.Retentionstrategyinamanufacturingsetup 25.ChangeManagement( 26.OrganizationalDevelopment

IfyouwanttodosomethingrelatedtoSAPthen 1.RoleofHRMDepartmentinERP(SAP/Peoplesoft) 2.RoleofHRMDepartmentinGrowingOrganization. SAPHRishighlyintigratedsystem.Searchforfurtherinformation. 1.HRINHEALTHSECTOR 2.PATIENTSATISFACTIONINHOSPITALSONFOOD,SERVICEETC 3.MOTIVATIONOFSOCIALWORKERSTOWORKFORSOCIETY 4.AGONIESANDECSTASIESOFATRAININGPROFESSIONAL

5.JOBSTRESSOFDOCTORSORNURSESINMENTALHOSPITALS ThesisTopicsforStudentsofManagement Postedbymbalectures|PostedinAdvanceResearchMethods|13,577views|Postedon1012 2010| TaggedUnder:listofresearchtopicsinmanagement,listofthesistopicsinmanagement, managementresearchtopicslist,managementthesistopics,ThesisorResearchtopicsfor ManagementStudents,Thesistopicslistformanagement,topicsofmanagementresearch It is important to note that the selection of research topic entirely depends upon the interest of researcher but the researcher must know the sources of data collection and the type of statistical techniqueusedintheanalysis.Iftheresearcherdoesnotknowaboutthesetwoimportantissues(data collection and statistical technique) then he/she should not submit the final research topic before addressingtheproblem.Followingisthelistofdifferentresearch/thesistopicstohelpthestudents understandthevarioustypesofresearchtopicsinthefieldofmanagement. ThesisorResearchTopicsforManagementStudents 1. Astudyontheperceptualrelationshipbetweenovertimeandoutput 2. Astudyontheeffectoflocusofcontrolonacademicperformanceofthestudentsattertiary level 3. Researchontheeffectonnonmonetaryfactorsonemployeeretentioninthebankingsectorof (countryname) 4. Toinvestigatetheeffectofboardcompositiononfirmperformance:Evidencefromcorporate boardsin(countryname) 5. Tostudytheperceptionofemployeesaboutperformanceappraisaleffectivenessanditsimpact ontheemployeemotivation 6. The effect of supervisory behavior on sales force satisfaction & turnover intention in pharmaceuticalcompanies 7. Effectofcommunicationduringanacquisitiononemployeesbehavioraloutcomes 8. Impactofmentoringoncareersuccess 9. Factorsconsideredbyindividualswhenselectinganorganizationtogivecharity 10. Employeesfairnessperceptionanditseffectontheirmotivationallevelandturnover retention 11.Participationdecisionmakingandjobsatisfaction 12. Theimpactofhumanresourcemanagementpracticesonemployeecommitment and turnoverintent 13. Theorganizationsperceivedawarenessandimportanceofprocurementanditsimpact onprocurementimplementation. 14.EmployeeawarenesswithHRpolicyanditsimpactonjobsatisfaction

15. Effectivenessofmanagerialfunctiononthelevelofsatisfactionofemployees 16.Howorganizationalimageeffectemployeesattitude 17.Theeffectofjobcharacteristicsonjobsatisfactionandorganizationalcommitment 18.Awarenessofemployeesabouttheiractualcompensationanditsimpactontheirmotivation 19. Theeffectofsuccessionplanningonemployeeretention 20. Transparent reward system and its impact on motivation: A study of employees of privatesectoruniversityhospitals. 21.Comparisonbetweentheperformanceofprofessionallydevelopedandundevelopedteachers:A studyofpublicsectorsecondaryschools 22. Jobrelatedambiguityandtheirconsequencesuponjobsatisfactionandperformanceon nationalorganizationsof(countryname) 23. Studyofrelationshipsbetweenselfregulationsandintrinsicmotivationsonstreetlevel 24. Determiningtheeffectoforganizationownershipandlevelofemployeesonstresslevel. 25. Relationship between organizational structure and employees work content in the privatesector 26. Impactoforganizationevolutiontoolsonbusinessperformance 27.Impactoforganizationalclimateonjobsatisfaction 28. Impactofdiversityandconflictonperformance 29. Impactofworkvaluesonorganizationalcommitmentofolderprofessionals 30. Genderdiscriminationindelegatingtaskbymanagers 31.Impactofnonmonetarycompensationsonemployeesperformance 32. TheimpactofErecruitmentinHRMeffectiveness 33. Perceptionofemployees regardingformalandinformaltrainingandtheirimpacton potentialperformance/growthinbankingsector 34. Academic background of managers and their effectiveness: services, roles and contributions 35. JobsatisfactioncausestheorganizationalcommitmentAneconometricalanalysis 36. LabormarkethypothesisImpactofwagerateonquitrate 37.Sexualharassmentagainstwomenatworkplacesanditsimpactontheirmotivation 38. Impactofgenderonsupervisorsupervisorrelationship 39. Tostudytheimpactofselfworthonstudentacademicperformanceatuniversitylevel 40. Organizationculturechangeanditseffectonemployeemotivation 41.Assessing the impact of information technology on firm performance with respect to organizationalstructureasaninterveningvariable:Astudyofpharmaceuticalindustry 42. Toanalyzetheeffectoforganizationalresponsetoemployeeacceptabilityofchangeon theemployeemotivation 43. Comparisonofperceptionofemployeesandsupervisorsontheoutcomesofcounseling onemployeesperformance 44. Tostudytheeffectsofmanagerialdevelopmentsstrategiesofstarsalespersonsontheir performanceasasalessupervisor 45. Impactoflawandorderondomestictourismof(countryname)

46. Organizationaljobrotationpractices 47.Tostudytheeffectoforganizationalteambuildingeffortsonemployeesmorale,jobretention andworkenvironment 48. Effectoftrainingthetrainerontrainingoutcome 49. Employees adaptability towards new job positions with knowledge management strategies 50. Impact of employee performance recognition techniques on customer satisfaction in restaurantindustry 51.To studythesimilarity intraining outcomes expectation ofemployeeandemployer and its impactonemployeesposttrainingsatisfaction 52. Theimpactofflexibleofflexibleworkinghoursonemployeeperformance,worklife conflictandworkpressure 53. Tostudytheeffectsofreinstatingofemployeesinorganization 54. Effectsoffunatworkplaceandemployeemoraleandproductivityandjobsatisfaction

ChallengesFacingHumanResourceManagementinKenyaToday HumanResourceManagementinKenyaisanarisingcomponentofBusinessTrainingthatneedstobe embracedbyallcooperateassociationsandorganizationsforthesuccessoftheirbusinesses.Inthe courseofmynormalworkinBusinessTraininginKenyaIcameacrossthisinformation. HumanResourceManagementinKenyaChallenges Human Resource Management in Kenya has been faced with many challenges that hinder its development.Theyinclude;

ChangeManagement, LeadershipDevelopment, Compensation, Bureaucracy, ManagingDiversityand OrganizationalEffectiveness

ChangeManagement AsmentionedabovechangemanagementisoneofthechallengesaffectingHumanResource Managementtoday.Thisrepresentsaparticularchallengeforpersonnelmanagementstaff,asthis expertisehasgenerallynotbeenaconsistentareaoffocusfortraininganddevelopmentofHuman Resourceprofessionals.Anintensifiedfocusontrainingmaybeneededtodevelopaddedcompetencies todealwithchangemanagement. LeadershipDevelopment

AsecondchallengeaffectingHumanResourceManagementinKenyatodayisleadershipdevelopment. HumanResourceprofessionalscontinuetowrestlewithunderstandingthebestwaystokeeppeoplein thepipelineanddevelopleadersforfuturesuccessionplanning.Theyarerequiredtoprovidethe essentialframeworks,processes,tools,andpointsofviewneededfortheselectionanddevelopmentof futureleaders,andthatmanagerstheyproduceinthelongrunareequippedtotakeonleadershiproles ofthefuturesothattheorganizationisviableinthelongterm. Compensation HumanResourceManagementinKenyafacesathirdchallengereferredtoascompensation. Compensationisoneofthekeyissuessinceitinvolvesoutsourcingandcostofretirementbenefits whichcanbeveryexpensive,theinventionofnewsystemsforhumancapitalmanagementandglobal competitioninwhichattractingandretainingkeyemployeesbecameincreasinglyimportant Bureaucracy AfourthchallengefacingHumanResourceManagementinKenyaisbureaucracy.Bureaucracycan alsobeaproblem,presentingtheneedtoconsiderdoingthingsdifferentlyinordertoeliminate bottlenecksandredtape. ManagingDiversity Managingdiversitycomesasasixthchallenge.Inthelocalcontextthereisanenormouschallengeina fastchangingtechnologicalandeconomicallyliberalisedenvironment. OrganizationalEffectiveness Lastbutnotleastisorganizationaleffectiveness.Thisentailsbeingexpertinthewayworkisorganized andexecuted,deliveringadministrativeefficiencytoensurethatcostsarereducedwhilequalityis maintained.Thiscanprovetobeachallengeespeciallytoinexperiencedmanagers. ConclusionandRecommendationsonHumanResourceManagementinKenya Duetothecombinationofalargeproportionoftheworkforceailingandtheintroductionofnew industriesandbusinesseswhichrequirelocaltalentwhoarecurrentlynottrainedtomeetthoseneeds, thereisavacuumforHRprofessionalstofill.

 HRprofessionalsneedtofocusondevelopingsupervisorsintopeoplemanagers,notjusttechnical specialists. Transformingthebusinessfromaproductfocustoacustomerinterfacefocus. Engagingseniormanagementinleadershipdevelopmentphilosophyandpractice. Retainingknowledgeheldbyretiringworkers,andensuringsufficienttimetotrainsuccessors. AndthusthechallengesofHumanResourceManagementinKenya

Introduction The Faculty of External Studies wishes to offer a PostGraduate Diploma in Human Resource Management.ThiscoursewillbeofferedintheDepartmentofExtraMuralStudiesatalltheRegional Centres and at times convenient to the learners as well as through distance learning. The main attraction of this programme is its flexible nature which makes it suitable for individuals already workingaswellasotherswhowouldwishtofurthertheircareergoals.Themainobjectivesofthe programmearetoenablethestudentsto:

todevelophumanresourcebaseneededforindustrialization. to give skill and knowledge to the candidate to manage human resource activities in an organization. toequipcandidatewithanalyticaltools,principlesandconceptstoenablethemmanagehuman resourceofanorganization.

EntryRequirements 2.1 Common regulations governing PostGraduate diploma in the University of Nairobi shall be applicable. 2.2Thefollowingshallbeeligibleforadmission. a)HoldersofafirstdegreefromtheUniversityofNairobiorfromanyotherInstitutionrecognizedby theUniversityofNairobiSenate. b)HoldersofanequivalentqualificationrecognizedbySenatefromanyotherInstitution.

CourseStructureandDuration 3.1Thecourseshallbeofferedinaminimumof3semestersandamaximumof10semesterseach lasting15weeks. 3.2 A student shalltakeatotal of18units ofwhich14arecompulsory,2electiveand2 for the practicum. 3.3Aminimumof3unitsandamaximumof6unitsshallbetakenwithinasemester. 3.4Eachunitshallbecoveredin45contacthoursofstudy. 3.5 Thereshallbeacompulsoryattachmentforonesemesteraftercompletionofthecoursework duringwhichtimeastudentwillstudyanaspectoftheorganizationinwhichhe/sheisattachedand prepareawrittenreport.Thefieldattachmentwillaccountfor2units. 3.6Nocandidateshallbeallowedtoberegisteredinthiscourseformorethan10semesters. CreditTransfers&Exemptions ApplicantswhohaveundertakenequivalentcoursesatotheruniversitiesrecognizedbySenatemayon therecommendationoftheFacultyandapprovalofSenatebeallowedtotransfercreditsuptoa maximumofonethirdofcoursesofferedintheprogramme.Studentsdesiringtoreceivecreditforany priorcourseworkwillneedtomakeaformalrequestgivingthefollowinginformation:

AlistoftheUniversityofNairobicoursesforwhichthestudentisinterestedingettingcredit, officialtranscriptsindicatingcoursesthatmaybeequivalent; Descriptionandsyllabi/outlinesforthecourseswhichtheapplicantseekstransferofcredit.The decisionregardingthenumberofcreditstobetransferredrestswiththeFaculty.

Practicum 5.2.1Thepassmarkforthepracticumshallbe50%. 5.2.2Candidatesshallbeallowedupto2resubmissionsofthepracticumreport. 5.2.3Candidateswhofailinthe2ndresubmissionofthepracticumreportshallbediscontinued. AwardofPostgraduateDiploma ThefinalawardofthePostGraduateDiplomainHumanResourceManagementshallbebasedonan aggregatemarkofalltheprescribedunitsandshallbeclassifiedasfollows

PasswithDistinction70%andabove PasswithCredit65%to74% OrdinaryPass50%to64% Fail49%andbelow

CourseStructure SEMESTERI Astudentwilltakeaminimumof3unitsandamaximumof6ineachacademicsemester.Insemester 1astudentswilltake(7)compulsoryunitsandoneelectiveatotalof8units. Corecourses CODETITLEHOURS PDM501FUNDAMENTALSOFMANAGEMENT PDHRM503FINANCIALMANAGEMENT DPM511STATISTICALMETHODS PDHRM507RESEARCHMETHODS PDM517MANAGEMENTOFINFORMATIONSYSTEMS PDHRM511LABOURECONOMICS PDHRM513ELEMENTSOFLAW ELECTIVECOURSES PDHRM515GENDERISSUESINDEVELOPMENT PDM.....513SOCIALPSYCHOLOGY SEMESTERSII Studentwilltakeseven(7)compulsoryunitsandoneelectiveatotalof8units. Corecourses PDHRM502PUBLICRELATIONSMANAGEMENT PDHRM504INDUSTRIALPSYCHOLOGY PDHRM506INDUSTRIALANDLABOURLAWS PDHRM508PERSONNELMANAGEMENT PDHRM510STRATEGICMANAGEMENT PDHRM512TRAININGANDDEVELOPMENT PDHRM514ORGANIZATIONALBEHAVIOURAND COMMUNICATION ELECTIVES PDHIRM516ORGANIZATIONALDEVELOPMENT PDM......514MARKETINGMANAGEMENT

SEMESTERIII PDM,,,,,,519PRACTICUM Fees ITEM TUITIONFEE PROJECTFEE OTHERCHARGES COMPUTER CAUTION MONEY(Refundable) EXAMINATION MEDICAL ACTIVITY REGISTRATION STUDENTUNION IDCARD 5000 PERANNUM AMOUNT(KSHS) 5,000 PERUNIT 20,000

ONCE

5,000 ONCE 5000 PERANNUM 5000 PERANNUM 2000 PERANNUM 500 PERANNUM 1000 PERANNUM 500 PERANNUM

ApplicationforAdmission ApplicationformscanbeobtainsformtheUniversityofNairobiMainCampus,GandhiWing RoomG3,uponpaymentofanonrefundableapplicationfeeofKshs.3,000.(Note:NonKenyans pay25%moreonallcharges).TheapplicationfeemaybepaidbyDirectDepositintothe UNES/UONAccountBarclaysBank,WestlandsBranchA/CNo:030731023948.BankersCheques willalsobeaccpeted.CASHPAYMENTSWILLNOTBEACCEPTED.

CompletedApplicationFormsshouldbereturnedtotheBOARDOFPOSTGRADUATESTUDIES, NOTLATERTHANthedeadlinesetintheadvertisments.

PgdInHumanResourceManagement DegreeCode:L41 Duration:1 Faculty/School/Instituteoffered:SCHOOLOFCONTINUINGANDDISTANCEEDUCATION

CourseDescription PDM501FUNDAMENTALSOFMANAGEMENT NatureofManagement.Schoolsofmanagementthought;FunctionManagement,planning,organizing, leadershipbehaviourandstyles,motivation,organizationandgroupdynamics;organizationalchange and development, staffing, control systems and techniques. Fundamental of Human Resource Management;functionsofHRM;humanresourceobjectivesandpolicies;organizationalstructureand effectivenessoftheHRMdepartment;jobdesign;methodsimprovement;methodstudyprocedures; organizationaleffectiveness;evaluatingtheperformanceoftheHRMfunction;emergingtrendsandthe futureofHRM. PDHRM503ELEMENTSOFFINANCIALMANAGEMENT. FundamentalofFinancialManagement;objectivesandprinciplesoffinancialmanagement;analysisof thecurrentposition;longruninvestmentdecisions;shortrundecisionmaking;sourcesoffinance; budgets; planning and control; analysis and interpretation of accounts; managing working capital; financialvarianceanalysis;controllingtheoutcomeofmanagementactivities. DPM511STATISTICALMETHODS Fundamentalsofmathematicsandstatistics;datacollectionandpresentation;fundamentalstatistical measures;indexnumbers;timeseries;correlationandregressionanalysis;elementsofprobability; sampling;estimationofandtestofhypothesis;quantitativemodelsandqualitativemodels;network analysis; inventory control models; linear programming models: graphical model, simplex model, assignmentmodel,transportationmodel. PDHRM507RESEARCHMETHODS Fundamentalofresearchmethodology;projectproposal;typesofresearchproposal;factorstoconsider when selecting aproject; formulation andstatement ofresearchprobleminmanagement; research

probleminmanagement;researchdesign;proceduresofcarryingoutaproject;instrumentationofdata collection; sampling of the project; database processing and analysis; research report writing; presentationanddisseminationprocedures. PDHRM509MANAGEMENTOFINFORMATIONSYSTEM ElementsofMIS;datacommunication;overviewofthebasiccomponentsofprocessingsystems;.the environment, software, hardware, people bevaviour, tasks, and connectivity; review of the various applicationsprogrammes,wordprocessing,spreadsheets,databases,graphicsandanoperatingsystem. System theory and organization; information systems, management of information system, system developmentprocess,useofmanagementtoolandequipmentandacasestudyofaprojectmanagement informationsystem. PDHRM511LABOURECONOMICS The meaning, origin and scope of labour economics; the population; size, structure ,growth and problems related to labour supply; Production; labour productivity; labour markets; wage determination;tradeunionsandcollectivebargaining;employmentandunemployment;humancapital formation;labourandthefuturetrendsoflabour. PDHRM513ELEMENTSOFLAW Introductiontocommonlawlegalsystem;definitionoflaw;distinctionbetweencivilandcriminal justice;thesourcesoflaw;administrationoflaw;thebasicconstitutionalprinciples;lawofpersonsand fundamentalconcepts;lawofsuccession;thelawofcontract;lawoftorts;administrativelaw. PDHRM515GENDERISSUESINDEVELOPMENT The concept ofgender;socialconstructionofgender;Specialgenderissues;genderrole in social milieukeepinginmindtheAfricanSociety;social!culturalproblemswithrespecttocrossgender powerandeconomicrelations;thehistoryofthetermgenderanddevelopmentfrom1960tothe present;genderintegrationindevelopmentprocesses;factors!policiesthatimpedegenderintegration in development: women rights, education, training, leadership and economics services; labour conventionongenderissues;emerginggenderissuesandtheirimplicationstoHRM PDHRM517SOCIALPSYCHOLOGY General principles of psychology; branches of psychology; relevant theories in social psychology; attachment;affiliation,socialcomparisonandtheeffectofaffiliation;socialperception,attribution; sourcesofaggressivebehaviourandreducingaggressivebehaviour;prosocialbehaviourandanti socialbehaviour;attitudeformationandbehaviourprejudice;leadershipandgroupdynamics;personal space and crowding in place of work; crowd behaviour; conformity, coercion; persuasion and obedience. PDHRM502PUBLICRELATIONSMANAGEMENT Theory and practiceofPublicRelations (PR)asaprofessioninthemodernorganization;Public Relationsdepartment;PRconsultants;planningPRprograms;thesocialcontextofPRanditsgrowing

importance;PRstrategyandmanagement;theroleofPRincommunicationandtheorganization's purpose and goals; key publics; goals and objectives and planning for PR; role of research and evaluationinPR;dealingwithmedia;PRethics;PRtactics'fundraisinganddonorrelations;PRas practicedinNGOs,governmentandotherorganizations;publicsofpublicrelations. PDHRM504INDUSTRIALPSYCHOLOGY The development and scope of industrial psychology; the methods of industrial psychology; the psychology of individual differences; vocational selection; psychological testing in industry; the motivational techniques; work design; interviewing techniques; work methods, morale and job satisfaction;training;incentives;physicalconditionsofworkandworkingcondition. PDHRM506INDUSTRIALANDLABOURLAWS Historical background of industrial and labour laws; International Labour Organization (ILO) conventions; contract of employment; the common law duties of the employee; the nature of employment contract; worksman compensation; the Trade Dispute Act cap. 234 laws of Kenya; insurance;theindustrialcourt;associationsanddispute;employeeremedies;effectsofindustrialaction onemployeesrights;wages;industrialsafety;FactoriesActcap.154;Companylaw;Industrialtraining Actcap.237;ServicesCommissionActCap185. PDHRM508PERSONNELMANAGEMENT Job analysis and evaluation; human resource planning; recruitment and selection; training and development; developing the organization's training and development strategies and policies; developing and implementing a training programme; the psychology of adult learning; career management;managementdevelopment;rewardmanagement;performancemanagement;renumeration policy;rewardingpolicy;establishingcompetitivemarketrates;jobevaluation;paystructures;wage payment system; benefits; salary and pension administration; occupational health and safety; staff appraisal. PDHRM510STRATEGICMANAGEMENT Nature,scopeandtheoriesofstrategicmanagement;FIRstrategicplanning;HRstrategicalternatives; HR strategy formulation; IHR strategy implementation and control; HR strategy evaluation and control;HRglobalstrategicissues. PDHRM512TRAININGANDDEVELOPMENT Asystemsapproachtotraining;developingcorporatetrainingpoliciesinorganizations;conducting training needs analysis; course design; target population analysis; goal analysis; task analysis; developingtrainingobjectives;selectingtrainingmethods;evaluationagainstobjectives;managingthe trainingfunction;planningandschedulingoftraining;preparationoftrainingbudgets;specialtraining issuesinKenya;evaluationoftrainingobjectivesandresults. PDHRM514ORGANIZATIONALBEHAVIOURANDCOMMUNICATION Thedevelopmentofmanagementthoughtsandapproaches;thenatureofmanagement;theplanning

function of management; organizing, con trolling; learning and learning theories; motivation and motivation theories; leaderships and theories of leadership; attitudes; perception; personality; communication in organizations; stress management; groups in organizational; technology in organization; organizationstructure; conflict management andsolutions; organization effectiveness. Theories of communication; benefits of effective communication; channels of communication; principlesofeffectivecommunication;formsofcommunication;theplaceofthepersonneldepartment inbusinesscommunication;principlesandpracticeofmasscommunication. Theroleofchangeinorganizationaldevelopment;changeinorganizations;theprocessoforganization development; organization development techniques; change and management of change; stress management; conflict management; organizational structure; organizational design; organizational techniques. PDHRM518MARKETINGMANAGEMENT OverviewofMarketingManagement;marketingphilosophies;analyzingbuyerbehavior;selectingand evaluatingtargetmarkets;developingamarketingstrategy;productdecisions;distributiondecisions; pricing decisions; promotion decisions; the marketing environment; marketing research and informationsystems;internationalmarketing;nonprofitmarketing;agriculturalmarketing;marketing ofservices;marketingplanning. PDHRM520PRATICUM. Astudentisexpectedtotakeacompulsoryattachmentforonesemesteraftercompletionofthecourse work,during whichtimeastudentwillstudyanaspectoftheorganizationinwhichheorshe is attachedandprepareawrittenreport.Thestudentswillbeunderthesupervisionofalecturerduring theattachmentperiod.Thewrittenprojectshouldbehandedintothesupervisorfiveweeksbeforethe endofthefinalsemester.

Tuesday,June8,2010

PROBLEMSFACEDINARCHIVESANDRECORDSMANAGEMENTIN KENYA INTRODUCTION

Archivesandrecordsmanagementpractice,likemanyotherdisciplinesandpracticesinKenya,was bornoftheonsetofBritishcolonialismduringtheearlyperiodsofthe20thcentury.Recordsareany recordedinformationinareproducibleformcreated,maintainedandusedbyanindividual,or organization.Theyactasasourceofevidenceofactivities,transactionsordecisionsbeingmadeby theirownersinthecourseoftheirdaytodayactivitiesandoperations.Certainkindsofrecordsbearan

enduringvalueeithertotheircreators,holdersoreventhegeneralpublicatlarge.Forthisreason,they maybepassedonfromordinaryrecordcentersorregistriestoanarchivalfacility.Thus,archivesapart frombeingaphysicalhousingunits,theyarealsothosespecialrecordsofenduringvaluethatare deemedfitforpermanentpreservation.Thisisforthepurposesofresearch,referencingandfortheir enduringvalue. ThehistoricaldevelopmentofarchivesandrecordsmanagementpracticesinKenyahashowever,faced numerouschallengesthatwecananalyzeintwodistinctphasesthatincludethecolonialeraandthe postcolonialera.Inasmuchasthetwophasesmaybedistinct,someofthosechallengesexperienced duringthecolonialeraremainedpersistentandpouredintothepostcolonialeraalike.

THECOLONIALERA.
1. Theproblemoforaltraditions . Asmentionedearlieron,theconceptandpracticeofarchivesandrecordsmanagementinKenyaisas recentastheperiodaround1900.Kenyansoftheprecolonialperiodmainlyreliedonoraltraditions andforthatreason,mostoftheirtransactionswereconductedinasimilarway.Thisposedachallenge toearlyrecordsmanagementpractitionersinthesensethatmajoractivitiesconductedbyAfricanswere notdocumented.Memoryofsuchmajoreventsandoccurrenceswerekeptthroughnamingofchildren, associatingeventswithseasons,holdingceremoniesandplantingoftreesamongotherobjectsand practices.Thesepracticesdidnotgiveadetailedaccountofanactivityasarecordwould.Evenastory toldbythefinestofallstorytellerswouldstilllacktheprecision,detailandauthenticitythatarecord wouldprovide. AbsenceofdocumentedinformationincolonialKenyawasmadeworsebythefactthatthecolonial secretariatofficesinNairobiwereconsumedinafirein1939thus,virtuallydestroyingallthecentral governmentsrecords(Mnjama,2003). 2. Absenceofanarchivalinstitution Foraverylongperiodoftime,Kenyadidnothaveeitherapublicrecordsofficeoranarchival institution.Verylowprioritywasaccordedtothepracticeofproperrecordsmanagement.Thiswasalso thecasenotonlyinKenyabutalsoinmanyotherAfricancountriesatthetime.ForinstanceinNigeria, thecolonialsecretaryinEnglandin1914sentacirculartothecolonyexpressinghisconcernforrecords preservation.Thecircularrequestedforabriefreportastotheexistingarrangementsforthe preservationandcustodyoftheoldergovernmentrecordsandalsoadvisedthatappropriatestepsbe takentoensuresafekeepingandpreservationoftherecordsinquestion(Ukwu,1995).Thesamewas replicatedinhereinKenyawherebyin1929,alladministratorswereaskedthroughacirculartoprotect recordsfrombeingdestroyedbyinsects,rats,dustandlosesthroughtheft.Responsesreturneddidnot indicateanypositiveinterestorattitudetowardsrecordsmanagementandwemaythereforededucethat thoseinthepoliticalclassaccordedverylowprioritytomatterspertainingtorecordsandarchives management.Forthisreason,manywouldbearchiveswerelostordestroyed. Atthistime,despitethegreatvalueattachedtothoseearlyrecords,mostadministratorsandpeopleof

thepoliticalclassdidnotfeeltheneedforanyrecordsandarchivesadministrationpoliciesand programs. 3. Inadequateskillsandhighstaffturnover. Theearlypractitionersinthefieldofarchivesandrecordsmanagementdidnothaveanybasicskills pertainingtorecordsandarchivespreservation.Theirpracticewasdonethroughtrialanderrorefforts beforethesenioradministratorsbegantofeeltheneedforproperrecordsandarchivesmanagementand preservation.Thisconditionwasmadeworsebythefactthattherewerenocollegesandinstitutionsand iftherewere,theydidnotthecapacitytotrainprofessionalrecordmanagersandarchivists.East Africasfirstinstitutiontotrainprofessionallibrarians,archivistsandotherinformationmanagement professionalswasMakerereUniversityinUganda.Thus,alltraineesbeforethenhadtobesentabroad andforanalternative,foreignershadtobesourcedfromoverseasintheirplace. However,thisdidnoteasetheproblemofpersonnelatall.Oncethesenewprofessionalscamebackto Kenya,theirskillswereconsideredbymanyastoounique,specialandraretobemerelyspentin archivesandrecordsmanagement.Inaveryshortwhile,theywouldbepreyeduponbythemore dynamicandlucrativeprivatesectorleavingarchivesandrecordsmanagementtothejunioruntrained clerks,again.TheproblemofhighstaffturnoveronlystartedtoeaseinKenyaafterMoiUniversity openedupitsschoolofinformationsciencein1985a. 4. Inadequatefunding Theproblemofhighstaffturnovermentionedabovecanalsobepartlyattributedtotheproblemof inadequatefunding.Thearchivesandrecordsmanagementdepartmentmaynotbeasfinancially intensiveasotherdepartmentsinanorganizationorgovernment,however,thisdoesnotthereforemean thatitcandowithjustanyamountofmoneyallocatedtoit.Ittooliketheotherdepartmentsrequires adequatefundingtoenableittoefficientlycarryoutitsfunctionsandoperations.Thisisaproblemthat wasnotonlyexperiencedduringthecolonialerabutwaspassedoneventotodaysKenyaNational ArchivesandDocumentationService.Paymentofemployeessalary,purchaseofmodernpreservation equipmentandchemicalsamongotherdaytodayactivitiesthatfacilitaterecordsandarchives preservationarevitalactivitiesthatcallforproperadequatefundingtoenabletheinstitutiontoachieve itsobjectives.Lowsalariestotheemployeesespeciallythosewhoarequalifiedprofessionalsis demoralizingandeasilyleadstohighratesofbraindrainandpersonnelturnoverintheprofession.For thisreason,thepublicarchivesandrecordsmanagementpracticeisabandonedwithunqualified personnelthussufferingfrominefficiencyandineffectiveness. 5. Absenceofcollaborativeandcooperativeefforts. Duringthecolonialerathefewexistinginstitutionsdidnothavethecapacitytoengageinregionaland internationalorganizationsandassociationsinthefieldofarchivesandrecordsmanagement.Such associationsincludetheInternationalCouncilonArchives(ICA)establishedin1950througha UNESCOinitiativeasaworldbodyforarchivalpoliciesanddevelopment;theAssociationof CommonwealthArchivistsandRecordsManagersandamorerecentone,theSocietyofAfrican Archivists(SAA)inauguratedin1994duringthePanAfricanConferenceonArchivalPoliciesand

ProgramsinAfricaheldinNigeriasAbujafromOctober31sttoNovember5th.Suchassociations providearegulatoryplatformthroughdevelopmentofpolicies,programsandstandardsthathelpto checkandcontrolpracticesinsuchafieldasrecordsandarchivesadministration.Forthisreason,they laggedbehindduetolackofuptodatedevelopmentsandpracticesinthefieldthusslowingdownits owngrowthinKenya. Associationsalsooffertrainingseminarsandconferencesthathelptoimpartskillstoparticipating archivistwhichcouldnotbeeasilyaccessedbytheKenyacounterpartsduringthecolonialera. However,theKenyaNationalArchivesandDocumentationCentrewasprivilegedin1978tohostthe roundtableconferenceoftheInternationalCouncilonArchivesinNairobiKenya(Mnjama,2003). 6. Poorhousingandequipment. TheKenyaNationalArchiveswereonlymigratedfromthebasementoftheoldJogooHouseAtoits presentlocationattheoldCommercialBankbuildingalongMoiAvenueinNairobiduringthereignof Dr.MainaKagombe(19781981)asdirectorofKNA.Beforethen,theoldJogooHousebasementwas widelyseenbymanyasmoreofadumpingstorefornoncurrentrecordsotherthanaproperarchival facility.Theequipmentusedthenwerealsocrudeinnatureandalsoofinadequatecapacity.The archivalstaffdidnothaveaccesstomodernequipmentduetothecombinedproblemsofinadequate fundingandlowtechnology. Thesetwofactorsdidnotinanywayhelpinthepreservationofrecordsandarchivesduringthisperiod butratherrecordsandarchiveswereexposedtonearlyalltheelementsofdestruction.Suchdigitization equipmentasscanners,cameras,microfilmingmachinesandcomputerswerehardandeventoo expensivetocomebyorafford.Recordswerethereforeconstantlyhandledbyhandduringuseand duringroutinemanagementpractices.Thisexposedthemtowearandtearthusreducingtheirlife spans.Preservationchemicalssuchasdeacidifiersandevenbinderiesandweatherconditioned reservatoriesdidnotevenexistinKenyaatthetime. 7. Theproblematicnatureofformat. Mostarchivalmaterialswereandstillareoforganicnature,mostofthembeingpaperbased.This meanstheyarecapableofageing,advancinganddeterioratingwithtime.Forthisreason,theyneed specialandexpensivechemicalsandequipmenttobetreatedandhandledwithforpurposesof preservingthem.ForsuchacountrylikeKenyawhichlieswithinthetropics,suchconditionsare worsenedbyhighlevelofhumidityintheatmosphereandhightemperaturesallroundtheyear.All theseconditionscombinedworktohastenthenaturalchemicalprocessofdecayingrecordsand archivalmaterials.Furthermore,thearchivalfacilitiesinpreindependentKenyadidnothaveweather controlledreservatorieswhereallweatherconditionscanbecontrolledtoenhancerecordsandarchives preservationthus,makingthewholepreservationprocessevenmoredifficult. 8. Absenceofanarchivallaw. Kenyaonlygotherfirstarchivallaw,theKenyaNationalArchivesandDocumentationServiceActin 1965throughparliament.Priortothis,thecolonialadministrationhadoperatedasmallarchives repositoryinNairobi(Musembi,1982a).Thefewrecordsandarchivalinstitutionsthatexisteddidnot

havelegaldescription,backingordefinitionoftheirservices.Legalbackingprovidesforauthenticity, servestopromoteandalsoprovidesconfidencetothepublicandthosepracticinginaprofessionabout theservicebeingoffered.Theseareveryimportantelementsthatthisearlyfacilitieslacked. 9. Highlevelsofilliteracy . ItisonlyaftertheSecondWorldWarthatasubstantialnumberofKenyanscouldreadandwrite.This wasalsotheperiodwhentherecordsmanagementpracticeinKenyaexperiencedarecordsboom wherebyalargenumberofrecordsbegantobeproducedindifferentgovernmentagenciesand departmentsandintheprivatesector.Initiallyveryfewpeoplecouldreadandwriteandthereforevery fewrecordswerebeingproducedmainlybythecolonialadministrators.Eventhosefewthatwere producedwereusedonaverylimitedscaleandthustheirdemanddidnotjustifyforproductionofvery manyrecords. 10. Poortransportandcommunicationnetwork. Kenyasunderdevelopedsystemoftransportandcommunicationhamperedthedevelopmentand progressofarchivesandrecordsmanagementduringthecolonialera.Thepoorsystemsdidnot encouragemovementofmaterialsandpeoplefromoneplacetoanotherincludingrecords. CommunicationbetweenthecolonialarchivesrepositoryinNairobiandothergovernment administrativeregionswasdifficultandthereforemostoftherecordsremainedwheretheywere created.Thus,theydidnotreceiveproperattentionneededforpreservation.Mostwerelost,stolenor eveneasilygotdestroyed.

THEPOSTCOLONIALERA
11.Theproblemofmigratedarchives Ontheeveofindependence,theimperialgovernmentoptedtoremovecertainrecordsfromthecountry arguingthatitwasannotacommonpracticeforagovernmenttohandoveritsrecordstoanother government(Mnjama,2003).Howeverthemainmotivebehindtheexercisewastoconcealfaraway sensitiveinformationonatrocitiesperpetratedbycolonialistagainstKenyans.TheKenyangovernment embarkedonretrievingtheserecordsevenasearlyas1963fromBritain.Thisprocesswashowevernot completeduntillateronin1990whenthegovernmentofKenyacloseddowntheofficeithadopenedat itsLondonHighCommissionin19980.Bythenseveralmicrofilmcopies,photographs,photocopies andevensomeoriginalmanuscriptshadbeenobtainedthroughdonationsandpurchasing. TheentireprocessofretrievingKenyasmigratedrecordswasalengthyandtimeconsumingexercise andmoresoanexpensiveone.Thiswouldhavewellbeenavoidediftherecordshadbeenleftintact backhereinKenyaduringindependence. 12. Lackofgoodworkingrelationshipwithothergovernmentagencies.

TheKNAActof1965mandatedtheKNAinstitutiontobethesolecustodianofallpublicrecordsand archives.However,inMnjama,2003,anincidentiscitedwherebyofficersfromtheKNARecords

ManagementSurveyteamina1983reportontheformerEastAfricanCommunityrecordsexpressed dissatisfactionregardinganinstancewherebyaKenyaRailwaysofficialdeniedthemaccesstotheir records. Inmanyotherinstances,therelationshipbetweenKNAandothergovernmentagenciesisnotcordial. Forthisreason,itbecomesveryhardifnotimpossiblefortheinstitutiontoperformitsmandated functions.Section4(2)ofthepublicarchivesactstates;itshallbethedutyofeverypersonresponsible fororhavingcustodyofanypublicrecordstoaffordtothedirectororanyofficeroftheservice authorizedbyhimreasonableaccesstosuchpublicrecordsandappropriatefacilitiesforthe examinationandselectionthereofandcomplywithoutanyunduedelaywithanylawfuldirections concerningassemblage,safekeepingandpreservationofpublicrecordsorthetransferofsuchpublic recordstothenationalarchivestoformpartofthenationalarchives. This,inthecaseofpracticesattheKNAisseldomobservedinasmuchasitamountstoacriminal offence. 13. Thechallengeofinformationtechnology

AccordingtotheKNAActof1965,publicrecordsrefertotherecordsofanygovernmentdepartment andofanycommission,office,boardoranyotherbodyestablishedbyorunderanactofparliament. Thisdefinitionalsoincludeselectronicformatsofrecordsaspublicrecords.Emphasisisnowshifting toegovernance,elearningandmanyotheretransactions.Mostofthesetransactionsarerecordedand storedinelectronicinformationstorageformats.Theproblemcomesinwhenthetraditionalinstitutions thathaveforlongbeenusedtoprocessingandpreservingpaperbaseddocumentsarenowbeing requiredtoacquireprocessandpreserveelectronicinformation.Someoftheproblemsposedbythe electronicinformationformatsinclude: a. Theeasewithwhichtheycanbepermanentlyaltered. b. Theirdependenceonsoftwareandhardwarewhichareconstantlyevolving. c. Theirrelianceonpowerwithoutwhichtheyareunusable. d. Thereneedforspecialcomputerskills. 14.Theproblemofunnecessaryprograms. Sincethetimeofindependence,KNAhasbeenengagedincertainactivitiesthathavebeenwidely criticizedasirrelevanttowardstheattainmentofitssetobjectivesandmandate.Forinstanceduringthe period19741981,duringDr.KagombeMainasreign,theinstitutionenvisagedprogramsforretrieval ofmigratedarchives,collectionoforaltraditions,preservationofthefreedomtree,establishmentofa documentationcenter,preservationofsitesandmonumentsandtheestablishmentofanaudiovisual archivesfacility.Mostofthesewereconsiderednonarchivalpracticesandforthisreason,theKenyan

governmentcommissionedIanMaclean,aUNESCOconsultantinrecordsmanagementfromAustralia toevaluateandaccordinglyadvisethegovernmentconcerningthefunctionsbeingundertakenbythe KNADS.Hisreportconcludedthattheinstitutionengagedinnonarchivalpracticesandforthatreason wasnotabletoassistinthedevelopmentofrecordsmanagementprogramsforthegovernment. 15. TheproblemofunassertivenessbyKNA.

TheKNADShasbeencriticizedforhavingnostrengthorfiberinassertingitsmandate.Forthis reason,ithasnotbeenaccordeditsproperroleofbeingtheleaderinpublicrecordsmanagement.This islargelyduetothereasonthattheinstitutionhadforlongonlyemphasizedandconcentratedon preservationofarchivesandrecordsthathadpassedtheappraisaltest.Goodrecordsmanagement practicesduringtheentirerecordslifecycleisveryimportantforgoodqualityarchives.Thus,the institutionneedstogetinvolvedinrecordsmanagementfromthetimearecordiscreatedtothetimeit ispassedontotheinstitutionforfinalpreservation.Thereisalsoneedforgreatercooperationbetween theinstitutionandotherpublicagenciesifitistobeinvolvedintheentirerecordslifecycle management.Ifthisisachievedthenwecouldsaytheinstitutionisrightoncoursetoachievingit presupposedgoalsandobjectives. 16.Theproblemofthearchivallawitself. Thearchivallawof1965hasundergoneseveralamendmentstomakeitmoreuptodateandmore applicabletotheeverchangingconditionsinthefieldofrecordsandarchivesmanagement.Theactwas amendedin1990andin2003yetagain.Howevertheactstillhasgotoutstandingissuesthatitdoesnot comprehensivelyaddress.Theseincludeforinstance,theappointmentoftheChiefexecutiveofficerof theinstitution.Itdoesnotclearlydefinetheneededqualificationsandaboveall,noformaltrainingin thefieldofrecordsandarchivesadministrationisrequired.Furthermore,nomentionismadeoftheir trainingrequirementinthefieldofarchivesandrecordsmanagementdespitehavingaverywell elaboratedschemeontheirroleattheinstitution. Interestingly,thesyllabusfortheproficiencyfortheclericalofficerswasamendedin1990makingit mandatoryforthemtohavebasicknowledgeinregistryservices,filingandclassificationsystems, indexingandrecordsdisposalprocedures.Thisisdespitehavingnomentionofqualificationsorskills tobepossessedbythechiefexecutive. 17.Lackofunderstandingandappreciation . Kenyasarchivalinstitutionisrarelyappreciatedanditsroleinprovisionandmanagementof informationunderstoodbyonlyahandfulofpeople.Thisisalsoastrueasisthecultureinmanyother publicandprivateinstitutions.Also,verymanypeopleinthepublicandprivatesectorswhogenerate vitalrecordsonadailybasishavenobasicunderstandingoftherecordslifecycleandrequirementsof

therecordsdisposalact.Theyarealsoextremelyignorantofthevitalrolethatcanbeplayedbythe KNAinstitutiontohelpthemproperlymanageandpreserverecordsbothatthecurrent,semicurrent andnoncurrentstages.Theyaretotallyuninformedabouttherecordsactandforthisreasonitis recommendedthatthearchivalinstitutionshouldengageinprogramsthatwillhelptoeducatepublic officersandthoseintheprivatesectorontherequirementsandcontentsoftherecordsact.Thiswould helptheinstitutiontohaveattheend,properlymanagednoncurrentrecordsofenduringvalueand wouldalsofacilitateforasmoothtransitionofthesamerecordstotheinstitutionforfinalpreservation. 18.Deteriorationofexistinginfrastructure. TheKenyaNationalArchivesandDocumentationCentreisamongthosegovernmentinstitutionsthat receiveinadequatefunding.Thus,facilitiesandinfrastructureattheinstitutionareconstantlyageing anddeteriorating.Suchfacilitiesasweatherregulatedreservatories,reprographicequipment, microfilmingdevices,scanners,camerasthebinderyandeventhebuildingitselfneedregularand specialroutinemanagementpracticestokeeptheminformandefficient.However,thisisnotpossible duetoinadequatefundingandthusrecordsandarchivalmaterialsarenotwellmaintainedasaresult. 19. Theproblemofrecordsdisposal

TheprocedureforrecordsdisposalinKenyaisstipulatedinthepublicarchivesact(1965,chapter19)in section7(1).ItrequiresapublicofficetoseekpermissionfromthedirectoroftheKNADSorhis authorizedrepresentativewhoshallthenseekpermissionfromtheministerinchargebeforetherecords aredestroyed.However,insomeofficesthisprocedureisnotfollowedandeveniftheattentionofthe KNADSdirectorissoughtundersuchcircumstances,itmaybedifficultforhimasitisnoteasyforone departmentofagovernmenttoprosecuteasisterdepartmentofthesamegovernment. Sections26and27however,allowfinancialofficerstodestroycertainfinancialrecordsafteracertain periodoftimewiththeexceptionofthosethatarestillsubjecttoauditingandthosewitharchivalvalue. Itisalsoaproblematicissueformostpersonneldepartmentstodestroyemployeesrecordsevenwhen theirtimeisupintheregistryespeciallythoseneededtoprocesspaymentofpensionmoney.Forthis reasonmanyarenotwillingtodisposeoftheserecordsdespitetheproblemoftakingupalotoffloor spaceintheregistry. 20. Theproblemofconservativearchivists.

TheearlystaffattheKNAhasbeencriticizedforbeingcontentedandfeelingcomplacentwiththelittle amountoftraffictheyalwaysreceive.Theyseldomputintheirpersonalefforttowoemoreuserstothe institution.Forinstance,mostcollegeanduniversitystudentsrarelyvisittheinstitutioninthecourseof writingtheirthesesanddissertations.Onlyafewknowofitsimportance.Itismainlyvisitedbythe sameoldusersamajoritybeingjournalist,experiencedwritersandresearchers.Furthermore,theydid

notkeeptrackofactivitiesandpreferencesoftheirpatronsandforthisreason,theydidnotrecordany progressanddevelopmentsmadebytheirpatronsasaresultofusingtheseservicesandtheirimpacton them.

CONCLUSION
Inasmuchasthearchivesandrecordsmanagementserviceshavehadtheirbettershareofproblems, thisisnottosayithasnotmadeanyprogressatall.Forinstance,theKNAisaverystrongrecordsand archivesmanagementfacilitywidelyreveredintheentireGreatLakesregionofCentralandEastern Africa.Manyotherissueshowever,hereinnotdiscussed,arestillposingchallengestothepracticeof recordsandarchivesmanagementandifwelladdressedbyboththegovernment,thearchivalinstitution itselfandothermajorstakeholderstheinstitutionandthelargerfieldofarchivesandrecords managementcanperformevenmuchfarbetterintheprovisionandpreservationofinformationin Kenya.

REFERENCES
1.Musembi,M.primitivearchivalpracticesincolonialKenya.Harare:ECARBICA,1982a. 2.Mnjama,N.ArchivesandrecordsmanagementinKenya:problemsandprospects. Http://www.emeraldinsight.com/09565698.html,RecordsmanagementJournal.Retrieved 19Mar.2010. 3.Kemoni,HenryN[etal].Obstaclestoutilizationofinformationheldbyarchival institution:areviewliterature.http://www.emeraldinsight.com/2810130104.htm,Retrieved 19thMar.2010.

Insightintomanufacturedreality Thursday,05July201212:05

Thegreatestinhibitiontoimperialdominanceisjustice.Itisimpossibletobeanimperialistandajust personatthesametime.Ironicallyimperialismisandmustbefuelledonthepretextofjusticeand freedom,thesebeingtheonlynobilitiesinwhosenameterritorialexpansionismcanbecarriedout today.Uptothe1920sonecouldopenlyboastofbeingacolonialistoranimperialist,butthatcannot bedoneanymore. Inordertopreservethelegacyofimperialismandtosustainitsperpetuity,itisabsolutelynecessary thathistoryisnotonlyfavourablymanufacturedinabiasedway,butalsothatitiscompletelyfalsified. WhenCarolineElkinspresentedherdissertationproposaltoherUniversityDepartmentatHarvard Universityin1997,shehadaburningintentiontowriteaboutwhatshebelievedtobethesuccessesof

BritainscivilisationmissionintheKikuyudetentioncampsofKenya. ThisstartedwithwhatwasaninnocentandroutineresearchabouttheMauMauuprising,something ElkinshadbecomefascinatedwithafterreadingthroughrecordsoftheuprisinginLondon. ShehadreadallabouttheMauMausavageryandhowithaddestructivelyinterferedwiththesaintly workofwhitesettlersinthecolonyofKenya,unsettlingthegoodintentionedRoyalcolonialpowers backinBritain. ShehadreadofhowthebarbariansthatconstitutedtheMauMauweresosavagelyprimitive,anti European,anticivilisationandaboveallantiChristian.Shehadgatheredthroughherreadingsthatthe MauMauwereprimitivemonsterswhosesoleoccupationwasrevertingtotacticsofprimitiveterror tointerrupttheBritishcivilisationmissioninKenya. TherecordsthatElkinswasreadinginLondongaveheranunderstandingofaMauMaugroupthat attractedworldattentionintheearly1950sallforthemostwrongreasons.Shereadthroughpagesand pagesofphotographicspreadswithchillingpictorialevidenceofMauMaussavagerythatcontrasted dramaticallywithimagesofthelocalBritishsettlers,ofcourseportrayedintherecordsaswell meaningadvocatesofphilanthropiccivilisation. IntheserecordsitisdismissivelymentionedthattheMauMauguerrillasclaimedtheywerefighting forithakanawiyathi,orlandandfreedom.Buttherecordsshowahistorywritteninsuchawaythat veryfewpeopleintheWesttookseriouslytheneedforeitherlandorfreedomforthecolonialsubjects inKenya. WithwhitesincontroltheKenyansweresupposedtobefreerandhappier,justliketheyneededno landwithwhitesettlersdoingrealfarmingontheirbehalf. WhatwastakenquiteseriouslywastheprevalentassertionthattheMauMauwerecriminalor gangstersbentonterrorisingthelocalEuropeanpopulation,andcertainlynotfreedomfighters. TherecordsmaketheatrociouscrackdownontheMauMauandonthegeneralityoftheKikuyu peoplebytwentythousandBritishmilitarytroopers,backedbytheRoyalAirForce,appearlikea saintlyendeavourworththepraisesandadmirationofhistoryreaders.Therecordsgiveapictureof messianictrooperstamingmurderousbarbaricmonstersontheloose. Thiswasheavymilitaryartillerybroughtinfullforceagainstpeoplewithsimplehomemadeweapons forasolidtwoyears,followedbyalengthierperiodofruthlesspersecutionof1.5millionKikuyus, whoseonlycrimewasthesuspicionthattheyhadtakentheMauMauoathandvowedtofighttohave theirlandandfreedomback. EssentiallytheBritishtroopersandtheirbackingRoyalAirForcejustturnedthewholeKikuyuland intoamassivemaximumsecurityprison,fencingallthepeopleinwhatwerecalleddetentioncamps.

Itisthestudyofthesecampsandinteractionwiththosestilllivingwhoonceweredetainedinthe campsthatmadeCarolineElkinschangehermindcompletelyaboutthehistoryshehadreadbackin LondonontheMauMauuprising. Whenshebeganherresearchonthedetentioncampsin1995,littledidElkinsknowthatshewould,ten yearslaterwriteanincisivebookaboutthewidescaleatrocitiesincolonialKenyaandBritains vigorousattemptstocoveritallup. ThebookiscalledImperialReckoning:TheUntoldStoryofBritainsGulaginKenya,anditisfrom theprefaceofthisbookthatallthequotationssofarmadeinthisessaywerederived. Inpresentingliesasmanufacturedrealityitisabsolutelynecessarytocompletelyfalsifyhistory,that wayovercomingtheburdensomeandsickeninginhibitionoftruth,makingitlookliketheWestonly attacksordestroysprimitiveandmonstrousaggressorswho,ifleftuncheckedcaneasilydestroythe wholeplanet,oregregiouslyharmthenobilityofhumanity. ItmakessensethattheVietnamWarhistoryisreconstructedandrearrangedtobringoutthereality thattheUnitedStatesalwaysdoesthenobleandrightthing.AsNoamChomskyputsit,thebombing ofSouthVietnamisportrayedashavingbeendoneindefenceofSouthVietnamagainstsomebody, namely,theSouthVietnamese,sincenobodyelsewasthere. ThewaytheKennedyadministrationputitwasexceptionallyimpressive.Theysimplytoldtheworld thattheUnitedStateswaslaunchingonbehalfoftheSouthVietnameseadefenceagainstinternal aggression,ofcoursebytheSouthVietnamesethemselves,entirelyaggressingagainstthemselves. Whenonehascontrolovertheintellectualcommunityandthemediaitbecomessupereasytogetany kindofliespassedforrealityandtruth.ThisisexactlywhyithasbecomefactthatAssadsgovernment inSyriaisruthlesslymassacringapeacelovingrebelgroupwhoseonlyroleintheconflicthas becomeplayingvictimstoabloodthirstyregimethatthoroughlyenjoyskillingciviliansforsheer arrogancessake. ItwasthesamewithLibyawheretheAlQaedaaffiliatedBenghazirebelswerenoblycalledcivilians atthemercyofaruthlessGaddafi,despitevividtelevisionimagesofthesamerebelsviolently marchingwhilearmedtotheteethwithWesternsuppliedweapons. TheWestvehementlyinsistedthattheseheavilyarmedcivilianswerenottobeattacked,andwhen theyattackedthemselves,werenotmeanttoberesisted,otherwiseNatowouldbeforcedtostopthe killingofcivilians. TheblatantlieuponwhichIraqwasinvadedbytheWestin2003wasthatSaddamHusseinhad weaponsofmassdestructionandwasabouttodestroythewholeplanetin48hours,accordingtothe BritishPrimeMinisterTonyBlair.Aftertheliewasbustedforwhatitwas,adeliberateconcoctionof anentireuntruth,therehavebeentremendouseffortsatblamingSaddamHusseinhimselfforthe blatantliewithsomeWesterncommentatorssayingtheliewasadirectresultofSaddamHusseins

ownvacuousclaims. TherecordedhistoryonLibyaisemphaticallysilentontheWestsoilinterestinthatcountry,bleating sounimpressivelyabouthowtheWestpreventedapendinggenocide,orunashamedlyclaimingthat NatohelpedtobringdemocracytoLibyaademocracyofmurderoussectionalfightingandendless militiasquabbles,aswellasalawlesseraofvindictivejusticeandprimitiveracialprofiling. ItisimportantthatZimbabwerecordsthehistoryofthecountrywell,especiallyfromtheyear2000. RightnowtheWesthasdonenumerousdocumentaries,filmsandliteratureonZimbabwesland reformprogram.JustabouteveryoneoftheserecordsvilifiesthepersonofPresidentRobertMugabe, theliberationwarveterans,ZanuPFandothersoftencalledMugabecronies,whateverthatmeans. Thelandreformprogramisnotoftenrecordedasthejustcauseiteffectivelyandindisputablyis. Ratheritisrecordedasalawlessendeavourcarriedoutbyunthinkinglandgrabberswhoblissfully destroyedthecountrysagriculturalsystem,inthenameoflandreclamation.Therecordportrays whitecolonialsettlersas skilledfarmerswhooncemadethecountrythebreadbasketofAfrica,whiletheresettledindigenous Zimbabweansareportrayedasunskilledblackswhohaveinashorttenyearsturnedthecountryinto abasketcase. Thetruthisthatinashorttenyears;thenewfarmershavesurpassedtherecordtobaccoproduction ever,registeringanewrecordof122millionkilogramsin2010. In2008ProfessorIanScoonesofSussexUniversitydiscoveredtheliesaboutZimbabweslandreform thesamewayCarolineElkinsdiscoveredtheliesabouttheMauMauuprisinginthelatenineties. AfterathoroughstudyoflandreformsinMasvingoProvince,ProfessorScooneschallengedanumber ofwhathecalledmyths,inrealityliesaboutthelandreformprograminZimbabwe. Hedismissedasuntruefivewellpublicisedmyths;fabricationsifoneischaritablewithwords,or liesifoneishonest.ThefirstsuchmythwastheassertionthatZimbabweslandreformhasbeena totalfailure,thesecondbeingthatthebeneficiarieswerelargelypoliticalcronies,thethirdwasthe claimthattherehasbeennoinvestmentinthenewsettlements,thefourthbeingthatagricultureisin completeruins,andthefifthassertedthattheruraleconomyhascollapsed. Noneoftheseassertionscouldbesupportedbyevidenceontheground,withthecontraryalmost alwaystheresultinIanScoonessstudy;forexamplethefindingthatonlyabout11percentoftheland reformbeneficiariescouldbedescribedasbeingpoliticallyconnected. Italsoturnedoutthatagriculturalproductionperhouseholdhadactuallyincreasedforthelandreform beneficiaries,justlikeitturnedoutthattheGovernmenthadinfactsignificantlyinvestedinsupporting thenewfarmers. Nowtherecordoftheindigenisationpolicyhasalreadysufferedalotofdistortionsanddeliberate

fabricationsaimedatslanderingitsmoversandpushers,aswellasdestroyingitsmerit. WhattheWesternmediareportisnotanindigenisationpolicydesignedtoempowerthelocal Zimbabweantowardscontrollingthecountrysresourcesandwealth.Ratherwearetoldofanunsound policydesignedtounfairlyandillegallygrabsharesofwealthfromwellmeaningforeigninvestors. Thelogicoflocalownershipofthemeansofproductionhasbeendutifullyvilifiedasanillthought policyofscaringinvestors,orcausingcapitalflight,ifoneweretoborrowthewordsofthepro WestZimbabweanFinanceMinister,TendaiBiti. IfindeedZanuPFisusingtheeconomicindigenisationpolicyasanelectioneeringtool,thentheparty isdoinganexcellentjobofcampaigningonrealdemocraticneedsofthepeople. ItisfarmuchbetterthanTsvangiraipromisingtheelectorateUS$10billioninaidmoneyfromour friendsintheWest,whoevertheseare.ThishedidinrunuptotheMarch2008election,andfour yearson,nosuchmoneyhasbeenreceiveddespiteTsvangiraibeingpartoftheGovernment. AdvocatinganeconomictakeoverbythelocalsisalotmoresensiblethanJoyceBandasobsession withWesternaidinMalawiahumiliatingdependencesyndromethatmakesAfricanslooklikethe subhumanstheyareseentobeintheWest. Whentherealitybeforeusisamanufacturedrealitybythosewhoseektohidethetruthfromour peoplewemustwakeupandstandnotonlyindefenceofthetruth,butmoreimportantlyindefenceof ourdignityasapeople.Sovereigntyisnotabigotedideaentertainedbyextremistnationalism. Itisasoundeconomicprincipleuponwhicheconomicfreedomispremisedandfounded. Letusnotallowoursovereigninitiativestoberecordedasbarbaricideasbythosewhospecialisein manufacturingrealitiesmeanttoprotecttheirownselfishinterests.