Aim/Purpose: This paper examines the impact of the transformational, servant, and paternalistic leadership styles on employee performance at the middle and senior levels. Background: Transdisciplinary research promotes the integration and development of various sciences. It provides more choices for leaders to adopt ways and practical activities to promote enterprise development. Complexity leadership theory emphasizes that effectively functioning organizations need distinct forms of leadership to work together. Leaders rely on different leadership practices in an emergent collaborative context, and finding an optimal balance is challenging. Many scholars have attempted to explore which leadership styles have a more significant impact on employees by distinguishing and defining types of leadership styles and explaining the process by which they influence employee behavior and performance. Various scholars have further explored and empirically demonstrated the impact of these three types of leadership styles (transformational, servant, paternalistic)on employee performance. While transformational and servant leadership have their roots in the West, paternalistic leadership has roots in China. Few scholars have conducted comparative studies on their positive impact on employee performance. How do these three leadership styles affect employee performance at the middle and senior levels in the Chinese context? Which combination of middle and senior leadership styles performs best? These are the second area that this paper will attempt to explore. Methodology: This study constructs a three-tier model at the senior, middle, and grassroots levels. A questionnaire survey was used to collect data. SPSS 22.0 and Amos were used for data analysis. Contribution: Through its construction of a three-tier model (senior, middle, and grassroots levels), the paper explores the combined effect of three leadership styles (transformational, servant, and paternalistic) on grassroots employees. It explores the impact of senior leaders across levels on grassroots employee performance, which is expected to provide a valuable addition to theories on leadership styles. It is also instructive to examine which leadership style performs better and what middle and senior leadership configurations are more conducive to driving beneficial employee behavior and, ultimately, corporate growth. Findings: The transformational, servant, and paternalistic leadership styles, both at the top and middle levels, have a significant positive relationship with employee performance; the middle leadership style plays a positive mediating role between the top leadership style and employee performance. In terms of impact on employee performance, transformational leadership shows the best results at both the top and middle levels, with paternalistic leadership second and servant leadership at the same level. Regarding which middle and senior leadership style pairing is the best, the sample is relatively small, and the gap between various pairing combinations is not evident from the data. If the sample size is enlarged, the coefficient will likely expand year-on-year. Therefore, we can assume that the pairing effect of top servant leadership and middle transformational leadership is the best, top paternalistic leadership and middle transformational leadership is the second-best, and the combination of top paternalistic leadership and middle-level servant leadership leaders is the weakest. Recommendation for Researchers: This paper extends the study of top and middle leadership’s combined effect on employee performance as a positive response to the call for multi-layer or cross-layer analysis in leadership research. The findings further enrich the literature on leadership style-related theories. The middle leadership style plays a positive mediating role between the top leadership style and employee performance. The trickle-down effect is further verified, i.e., the top leadership will have a permeating influence on employees through the middle leadership, and the top’s influence on the middle is generally more significant than the influence on grassroots employees. However, the difference between the influence of the middle leadership on the grassroots and that of the top on the grassroots is not apparent, which is inconsistent with the trickle-down effect that the middle leadership communicates more with the grassroots and has more influence on the grassroots, and further verification is needed. All three types of leaders positively affected employee performance, with the best being transformational leadership, paternalistic leadership, and servant leadership. This finding is consistent with some scholars and inconsistent with some scholars. The interested scholars can do further research. The better performance of diverse pairings in middle and senior leadership combinations is consistent with previous research suggesting that leadership styles have their own strengths and can be complementary. This paper further provides a comparative study of multiple leadership styles to validate the recognition and adaptability of leadership styles and further explain the complex relationship between leadership styles and employee job performance. Scholars can conduct comparative research on other leadership styles, and there may be different results. Future Research: Because of the cross-sectional data taken, the findings’ generalizability still needs further validation. There are many types of leadership styles, and there are other types of leadership styles that can be explored comparatively, perhaps leading to different findings. From another point of view, various leaders have their strengths, and they are not mutually hindering. More research is needed on team formation in a variety of contexts. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction or dialogue. So we can further examine the influence process of leaders on employees from how to give full play to their advantages, such as improving shared leadership and shared communication.

Aim/Purpose: A literature review is often criticized for the absence of coherent construction, synthesis of topics, and well-reasoned analysis. A framework is needed for novice researchers to organize and present information obtained from the literature review. Background: Information and communication technologies advancement have yielded overwhelming information. The massive availability of information poses several challenges, including storage, processing, meaningful organization, and presentation for future consumption. Information System Researchers have developed frameworks, guidelines, and tools for gathering, filtering, processing, storing, and organizing information. Interestingly, information system researchers have vast information that needs meaningful organization and presentation to the research fraternity while conducting a literature review on a research topic. Methodology: This paper describes a framework called LACTiC (Location, Author, Continuum, Time, and Category) that we adapted from another framework called LATCH (Location, Alphabetical, Time, Category, and Hierarchy). LATCH was used to organize and present information on e-commerce websites for seamless navigation. We evaluated the LACTiC framework. Contribution: Information System Researchers can use the LACTiC framework to organize information obtained from literature review. Findings: The evaluation reveals that most researchers from information systems organize information obtained from the literature review category-wise, followed by continuum, author, time, and location. Recommendation for Researchers: Overall, the framework works well and can be helpful for researchers for an initial idea for organizing information obtained from the literature review. Future Research: To conceptualize the framework, the study was carried out using Information Systems related literature. To generalize the proposed framework, we may suggest that the study can be extended to other areas of business management, such as marketing, finance, operation, decision sciences, accounting, and economics.

Aim/Purpose: This study builds upon existing research by investigating the elements contributing to or buffering the onset of burnout symptoms. We examine the relationship between empowering leadership and burnout, considering the concurrent mediation effects of interpersonal workplace conflict, work-home conflict, and support from coworkers. Background: Burnout is a phenomenon that has been widely considered in the scientific literature due to its negative effect on individual and organizational well-being, as well as implications for leadership, coworker support, and conflict resolution. A deeper understanding of burnout prevention strategies across various professional contexts is paramount for enhancing productivity and job satisfaction. Methodology: Using a survey-based cross-sectional design, we employed a combination of Structural Equation Modelling (SEM) and Artificial Neural Network (ANN) to investigate the direct and indirect influences of empowering leadership on four dimensions of employee burnout, mediated by coworker support, interpersonal conflict at work, and work-home conflict. Contribution: This study provides initial insights into the direct and indirect influences of empowering leadership on various dimensions of burnout, highlighting the complex interplay with coworker support, work-home conflict, and workplace interpersonal conflicts. Ultimately, the study provides a comprehensive approach to understanding and mitigating burnout. Findings: Empowering leadership and coworker support can significantly reduce burnout symptoms, while high levels of work-home conflict and interpersonal conflict at work can exacerbate them. Our findings underscore the paramount role of interpersonal conflict in predicting burnout, urging organizations to prioritize resolving such issues for burnout prevention. Recommendation for Researchers: Following our findings, organizations should (a) promote empowering leadership styles, (b) foster coworker support and work-life balance, and (c) address interpersonal conflicts to reduce the likelihood of employee burnout while ensuring that these strategies are tailored to the specific context and culture of the workplace. Future Research: Future research should broaden the exploration of leadership styles’ effects on burnout, identify additional mediators and moderators, expand studies across sectors and cultures, examine differential impacts on burnout dimensions, leverage advanced analytical models, and investigate the nuanced relationship between work contract types and burnout.

Underpinned by stakeholder and agency theories, this study adopts a qualitative multiple-case study approach to explore and analyse various stakeholder interests and how they affect digitalisation in the health sector of a developing country (DC). The study's findings revealed that four key stakeholder interests - political, regulatory, leadership, and operational - affect digitalisation in the health sector of DCs. Further, the study found that operational and leadership interests were emergent and were triggered by some digitalisation initiatives, which included, inter alia, the use of new eHealth software and the COVID-19 vaccination exercise, which established new structures and worked better through digitalisation. Conversely, political and regulatory interests were found to be relatively enduring since they existed throughout the pre- and post-digitalisation eras. The study also unearthed principal-agent conflicts arising from technological, organisational and regulatory factors that contribute to the paradoxical outcomes of digitalisation in the health sector.

A semantically rich framework to enable real-time knowledge extraction from short length semi-structured documents Lavana Elluri 10:30-11:30 Monday, 4 November 2019, ITE346 Knowledge is currently maintained as a large volume of unstructured text data in books, laws, regulations and policies, news and social media, academic and scientific reports, conversation and correspondence, etc. Most of these […]

The post TALK: Real-time knowledge extraction from short semi-structured documents appeared first on UMBC ebiquity.

Ph.D. Dissertation Defense Modeling and Extracting Information about Cybersecurity Events from Text Taneeya Satyapanich 9:30-11:30 Monday, 18 November, 2019, ITE346? People now rely on the Internet to carry out much of their daily activities such as banking, ordering food, and socializing with their family and friends. The technology facilitates our lives, but also comes with […]

The post Defense: Taneeya Satyapanich, Modeling and Extracting Information about Cybersecurity Events from Text appeared first on UMBC ebiquity.

Social exchange theory is a broad theory that has been used to explain trust as an outcome of various exchange relationships, and research commonly presumes trust exists between exchange partners that have prior relationships. In this paper, we contribute to social exchange theory by isolating the trust outcomes of interorganizational exchanges from other outcomes emphasized by learning and knowledge-based perspectives, and by specifying important boundary conditions for the emergence of trust in interorganizational exchanges. We make such a theoretical contribution within the domain of strategic alliances by investigating the effects of previous alliance agreements, or prior ties, between the partnering firms. We find that prior ties generally lead to learning about a partner's anticipated behavioral patterns, which helps a firm predict when self-interested behavior may occur and know how to interact with the partner during the coordination and execution of the alliance tasks. By contrast, it is evident that the kind of trust emphasized in social exchange theory is not generally rooted in prior ties and only emerges from prior relationships under certain conditions. We discuss the implications of these findings for research on social exchange theory and for delineating the theory's domain of applicability.

'What's going on?' Within the context of our critically-informed teaching practice, we see moments of deep learning and reflexivity in classroom discussions and assessments. Yet, these moments of criticality are interspersed with surface learning and reflection. We draw on dichotomous, linear developmental, and messy explanations of learning processes to empirically explore the learning journeys of 20 international Chinese and 42 domestic New Zealand students. We find contradictions within our own data, and between our findings and the extant literature. We conclude that expressions of surface learning and reflection are considerably more complex than they first appear. Moreover, developing critical reflexivity is a far more subtle, messy, and emotional experience than previously understood. We present the theoretical and pedagogical significance of these findings when we consider the implications for the learning process and the practice of management education.

Do firms learn from their failed innovation attempts? Answering this question is important because failure is an integral part of exploratory learning. In this study, we explore whether and under what circumstances firms learn from their small failures in experimentation. Building on organizational learning literature, we examine the conditions under which prior failures influence firms' R&D output amount and quality. An empirical analysis of voluntary patent expirations (i.e., patents that firms give up by not paying renewal fees) in 97 pharmaceutical firms between 1980 and 2002 shows that the number, importance, and timing of small failures are associated with a decrease in R&D output (patent count) but an increase in the quality of the R&D output (forward citations to patents). Exploratory interviews suggest that the results are driven by a multi-level learning process from failures in pharmaceutical R&D. The findings contribute to the organizational learning literature by providing a nuanced view of learning from failures in experimentation.

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about firm leadership at other companies, and we examine the consequences for the valence of journalists' subsequent coverage. Our theoretical framework suggests that journalists who have engaged in negative coverage of a firm's leadership and strategy are especially likely to experience distancing from other leaders who (i) have friendship ties to the firm's CEO, (ii) are demographically similar to the CEO on salient dimensions, or (iii) are socially identified with the CEO as a fellow member of the corporate elite. Our theory and findings ultimately suggest that, due to the multiple sources of social identification between CEOs, journalists who engage in negative coverage of firm leadership tend to experience social distancing from multiple CEOs, and such distancing has a powerful influence on the valence of journalists' subsequent reporting about firm leadership and strategy across all the firms that they cover. We also extend our theoretical framework to suggest how the effect of social distancing on the valence of journalists' coverage is moderated by the early and late stages of a journalist's career.

Theories of status rarely address unearned status gain—an unexpected and unsolicited increase in relative standing, prestige or worth, attained not through individual effort or achievement, but from a shift in organizationally valued characteristics. We build theory about unearned status gain drawing from a qualitative study of 90 U.S.-based employees of a Japanese organization following a company-wide English language mandate. These native English-speaking employees believed that the mandate elevated their worth in the organization, a status gain they attributed to chance, hence deeming it unearned. They also reported a heightened sense of belonging, optimism about career advancement, and access to expanded networks. Yet among those who interacted regularly with Japanese counterparts, narratives also revealed discomfort, which manifested in at least two ways. These informants engaged in "status rationalization," emphasizing the benefits Japanese employees might obtain by learning English, and prevaricated on whether the change was temporary or durable, a process we call "status stability appraisal." The fact that these narratives were present only among those working closely with Japanese employees highlights intergroup contact as a factor in shaping the unearned status gain experience. Supplemental analysis of data gathered from 66 Japanese employees provided the broader organizational context and the nonnative speakers' perspective of the language shift. These findings expand our overall understanding of status dynamics in organizations, and show how status gains can yield both positive and negative outcomes.

Based on a multi-year field study of early-stage drug discovery project teams at a global pharmaceutical company, this paper examines how multidisciplinary teams engaged in knowledge creation combine formal and informal coordination mechanisms when faced with unpredictable interdependencies among specialists' knowledge domains. While multidisciplinary teams are critical for knowledge creation in increasingly specialized work environments, the coordination literature has been divided with respect to the extent to which such teams rely on formal coordination structures and informal coordination practices. Our findings show that when interdependencies among knowledge domains are dynamic and unpredictable, specialists design self-managed (sub-)teams around collectively held assumptions about interdependencies based on incomplete information (conjectural interdependencies). These team structures establish the grounds for informal coordination practices that enable specialists to both manage known interdependencies and reveal new interdependencies. Newly revealed interdependencies among knowledge domains, in turn, promote structural adaptation. Drawing on these findings, we advance an integrative model explaining how team-based knowledge creation relies on the mutual constitution of formal coordination structures and informal coordination practices. The model contributes to theory on organizational design and practice-based research on coordination in cross-disciplinary knowledge creation.

The interview questions deal with the means by which Estonia and other republics of the former Soviet Union managed to transform their educational systems and the impact of the Soviet heritage on this transformation. An interview was conducted with Professor Olav Aarna. In 1991 Professor Olav Aarna became the rector of TUT. From 2000 to 2003 he held the position of rector of the first private university in Estonia - Estonian Business School (EBS). From 2003 to 2007 Olav Aarna was member of the Estonian Parliament, serving also as Chairman of the Committee for Cultural Affairs responsible for education, research, culture and sports affairs. From 1998-2000 he was Vice Chairman of Estonian National Council for Research and Development. His experience in the field of educational legislation stems from his advisory position to the Minister of Education of Estonia from 1990 to1992. His competence in the field of the Bologna process results from the development of higher education legislation in Estonia (2002-...) and the development of a higher education quality assurance system for Estonia (2008-...). Olav Aarna has consulted third countries in the national qualifications framework (NQF) development as a European Training Foundation (ETF) expert.

Accumulated knowledge on organizational justice leaves little reason to doubt the notion that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates' cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors' individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates' judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, in a survey we found that minority supervisors faced bias relative to Caucasian supervisors when supervisors adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype activation and inhibition: participants viewed minority supervisors to be more deceitful than Caucasians when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern.

As evidenced by recent legislation and media attention, eradicating gender inequity in the workforce is of significant importance today. However, this interest in justice stands in bold contrast to the continued wage gap, the steady number of gender discrimination suits filed, and the plethora of cases exposed in the media. Previous data collected in 2006 suggests that university students do not perceive gender discrimination as a threat of major significance to themselves or others. University students tend to minimize or even disregard the likelihood that they will witness or experience gender bias or discrimination in their career. The current study serves as a continuation of and a comparison to the 2006 study, with the goal of determining whether the perspective of university students has shifted, or whether they continue to consider themselves to be immune to the injustice of gender discrimination at work. Our findings suggest that students in this cohort are not only more acutely aware of these issues, but that this awareness has expanded to include increased concern over gender discrimination against men as well. The reluctance of students to believe that they personally will be unaffected by gender discrimination has been and continues to be surprisingly high.

Using data from 607 subjects organized in 161 teams (84 laboratory teams and 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We developed and tested a theoretical model arguing that when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This collective humility in turn creates a team emergent state focused on progressively striving toward achieving the team's highest potential (collective promotion focus), which ultimately enhances team performance. We tested our model across three studies wherein we manipulated leader humility to test the social contagion hypothesis (Study 1), examined the impact of humility on team processes and performance in a longitudinal team simulation (Study 2), and tested the full model in a multistage field study in a health services context (Study 3). The findings from these lab and field studies collectively supported our theoretical model, demonstrating that leader behavior can spread via social contagion to followers, producing an emergent state that ultimately affects team performance. Our findings contribute to the leadership literature by suggesting the need for leaders to lead by example, and showing precisely how a specific set of leader behaviors influence team performance, which may provide a useful template for future leadership research on a wide variety of leader behaviors.

Agency theory-grounded research on boards of directors and firm legitimacy has historically viewed CEO power as de-legitimating, often taking this fact for granted in theorizing about external assessors' evaluations of a firm. With few exceptions, this literature has focused exclusively on capital market participants (e.g., investors, securities analysts) as the arbiters of a firm's legitimacy and has accordingly assumed that legitimate governance arrangements are those derived from the shareholder-oriented prescriptions of agency theory. We extend this line of research in new ways by arguing that customers also externally assess firm legitimacy, and that firms potentially adjust their governance characteristics to meet customers' norms and expectations. We argue that the cultural-cognitive institutions prevalent in customers' home countries influence their judgments regarding a firm's legitimacy, such that firms competing heavily in high-power distance cultures are more likely to have powerful CEOs, with CEO power a source of legitimacy—rather than illegitimacy—among customers. We also argue that the more dependent a firm is on its customers and the more salient cultural power distance is as a demand-side institutional norm, the greater this relationship will be. Data from 151 U.S. semiconductor and pharmaceutical firms over a 10-year period generally support our predictions.

Exit is a critical part of the entrepreneurial process. At the same time, research indicates that founders are likely to form strong identity connections to the organizations they start. In turn, when founders exit their organizations, the process of psychological disengagement might destabilize their identities. Yet, limited research addresses how founders experience exit or how they manage their identities during this process. Through a qualitative, inductive study of founders of technology-based companies, I developed a theoretical model of founder psychological disengagement that delineates how founder work orientations relate to the disengagement paths that founders follow when leaving one organization and starting another. In elaborating theory on psychological disengagement, this study has implications for understanding the psychology of founders, how founders exit and begin again, and psychological disengagement, more broadly.

Organizational theorists are increasingly interested in the antecedents of terminating interorganizational relationships, but have paid little attention to the disruptive consequences of such terminations on future tie formation. To redress this imbalance, the present study focuses on how venture capital (VC) firms' withdrawals from VC syndicates are associated with their subsequent syndication over the 1985 through 2008 period. We argue that withdrawals disrupt the relationships of the withdrawing VC firms with the coinvestors and reduce the likelihood of them entering into subsequent exchange (relational consequences). Furthermore, public information on the withdrawals can undermine the withdrawing VC firm's reputation for reliability, making it a less desirable exchange partner overall (global reputational consequences). Finally, we find that abandoned coinvestors can spread negative, private information about the withdrawing firm, reducing its chances of syndication with their other network contacts (local reputational consequences). We also show that the global and local reputational consequences attenuate each other, due to redundancy in the content of information each provides. We discuss the implications of our theory for the research on network dynamics and reputation.

Female corporate leadership has drawn increasing attention from academia and practitioners. We contribute to the literature by examining the impact of CEO succession with gender change—i.e., a male CEO succeeded by a female or vice versa. We propose that due to gender differences in executive leadership positions, CEO succession with gender change may amplify the disruption of the CEO succession process and thus adversely affect post-succession firm performance and increase the likelihood of successor early departure. Using data from 3,320 CEO successions in companies listed in China's Shanghai and Shenzhen Stock Exchanges from 1997 to 2010, we find evidence to support this argument. We also find that the negative (positive) impact of male-to-female succession on firm performance (the likelihood of successor early departure) may be weakened by positive organizational attitudes toward female leadership as indicated by the presence of other female leaders on the firm's board of directors and/or top management team, and the successor's inside origin.

With this book, O’Regan efficiently addresses a wide range of ethical and legal issues in computing. It is well crafted, organized, and reader friendly, featuring many recent, relevant examples like tweets, fake news, disinformation

Understanding the free and open-source software (FOSS) movement has, since its beginning, implied crossing many disciplinary boundaries. This article describes FOSS’s history, explaining its undeniable success throughout the 1990s, and why the

The relational model is probably the one innovation that brought computers to the mainstream for business users. This article by Donald Chamberlin, creator of one of the first query languages (that evolved into the ubiquitous SQL), presents its history as a

The mathematics requirements for computer science (CS) students have been debated for decades. I began teaching in a CS program in 1983, and I recall similar discussions at that time. The debate has continued in one form or another

Welsh’s article explores how artificial intelligence (AI) developments may redefine the landscape of the field of software development and make traditional coding methodologies obsolete. Readers should find it interesting, as it forecasts the potential impact

While large language models (LLMs) like ChatGPT can assist writers with editing, they might hinder students from learning to generate ideas or write creatively. This article surveys the current state of algorithms for detecting LLM-generated content. Given that

The study shows that artificial intelligence (AI) has become highly important in contemporary computing because of its capacity to efficiently tackle intricate jobs that were typically carried out by people. The authors provide scientific literature that analyzes and

As an academic, I have cheered for and welcomed the open access (OA) mandates that, slowly but steadily, have been accepted in one way or another throughout academia. It is now often accepted that public funds means public

Money is a representation of wealth. A US dollar represents a fraction of the total wealth of the country. This definition underlies any discussion of currency, whether physical cash or digital tokens. Gold and silver have traditionally been used to represent a store of value that is intrinsic to a coin minted from

The lever-action shotgun has been with us for a long time, and here’s to hoping it will be around a lot longer.

President-Elect Donald Trump reaffirmed his commitment to protecting the Second Amendment by announcing his push for national concealed carry reciprocity.

THERE is good news for close to 15,000 University Malaya [UM] undergraduates returning to campus this October – homegrown retailer MR DIY will be distributing RM300 to each student to help them purchase essential supplies to facilitate their return to campus.

Dubbed #DIY4UM, the RM4.5 million cash aid distribution programme is being implemented in partnership with Touch ‘n Go via its eWallet platform.

The cash aid will be made to students on their Touch ‘n Go eWallets in three equal payments of RM100 each on Nov 1 and 30, and Dec 30.

Announcing the #DIY4UM aid programme, MR DIY CEO Adrian Ong said the programme was aimed at helping students make the back-to-campus transition as smooth and worry-free as possible.

He said: “The reopening of campuses is a major milestone for university students. After many months of lockdown, they will finally be able to reconvene on campus to fully benefit from the in-person learning experience and enjoy the academic social interaction with lecturers and fellow students alike.

“We believe it’s important that they are well equipped with protective and learning essentials to keep themselves safe while staying focused on their studies, which is why we are distributing this cash aid to undergraduates at University Malaya.”

He said students will be able to easily equip themselves with everyday student essentials, Covid-19 protective equipment and a wide range of stationery items at MR DIY retail stores as well as its online platform using the cash credit given.

In addition, the first 11,000 students who utilise the funds will be entitled to RM10 cashback when they spend a minimum of RM20 using the Touch ‘n Go Wallet.

The promotion applies at MR DIY Group stores, MR DIY Online, as well as the MR DIY mini programme available on Touch ‘n Go eWallet.

The programme is part of a strategic collaboration between MR DIY and Touch ‘n Go which was inked in July this year.

Commenting on the aid programme, Touch ‘n Go group chief executive officer Effendy Shahul Hamid said: “We are extremely pleased that the partnership between our companies has been extended into a benefit for society, in this case, students of University Malaya.

“We stand ready to support this initiative and we commend MR DIY for stepping up during these challenging times.”

All active Malaysian undergraduates at University Malaya are eligible for the aid. They are required to register online via Portal Maya UM by Oct 3, and ensure they have a valid Touch ‘n Go eWallet.

The initiative was lauded by Universiti Malaya’s Vice-Chancellor, Professor Dato’ Ir. Dr Mohd Hamdi Abd Syukor who said: “We are confident this initiative will be of great help to students as they return to campus.”

The #DIY4UM initiative is the latest in a series of collaborations between MR DIY and University Malaysia. MR DIY has for the past four years joined hands with UM and the Ministry of Education to organise the “DIY Made Simple” competition for schools with UM’s Community and Sustainability Center (UMCares).

The competition is a CSR initiative to cultivate awareness of sustainability among schoolchildren.

Visit MR DIY’s website at www.mrdiy.com, e-commerce platform at www.mrdiy.com.my, and social media channels on Facebook and Instagram.

DURING my visit in 1985, I had met the management staff at the plantation in Ghana. The one I remember most was Al Doku.

He was the chief accountant, about 45 years old, working for the managing director, Bill Morrison.

At the meeting in Morrison’s office, he could remember the figures well, and I was impressed. It was just that he was quiet for most of the time, and I could see that his eyes were sad.

At that time, there were many reasons to feel that way. The cedi was devaluing every week, and to go for dinner in town was a major decision for it would involve bringing your money in big wads to pay for it.

This is despite the income from gold that Ghana was blessed with as well as cocoa, which has a flavour that commands a premium. The country also produces shea nut, the fruit of massive trees that grow in the north. The oil is like cocoa butter.

However, that year the food shortage was bad, even potatoes were hard to find. They had to be imported.

Morrison had helped with giving breakfast to the workers, and they would line up for the palm oil, tapioca and fish cooked in large pots in front of them before they started work for the day.

Due to the shortage of hard currency, the plantation too had to make do without many things, and building of workers’ houses was one of them as no imported material was used.

At the housing project for workers, I had no time to ask about Al Doku.

I watched Bill giving instructions to the building supervisor. He was using earth to make a thick wall to build a house, and when it was dry after a few days, he added another level, until the building had a coat of cement and more walls for the rooms. I had not seen a building made in that way before. Bill was thorough.

“Saves a lot of money,” he said, as we had breakfast back in his bungalow. I had fried eggs and a lot of tapioca done very well that they looked like baked potatoes.

I knew that in London Leslie Davidson had advocated using raw materials for buildings, and even for expatriates, he said they could save by eating what is available in the local market and eat like what the locals do, but as usual Bill did not do anything by halves.

“We should be leaving soon to see the country, first to the slave castle at Cape Coast.”

It was in the car that he talked about Al Doku.

“He is going to London on a course that I had arranged for him. But the other reason is it gives him a chance to take his daughter there for treatment. She is losing her eyesight and probably it could be saved by the doctors there.”

“Let him know that I will be in London. I will take him to my house and have lunch with him. He impresses me.”

At the slave castle in Cape Coast, Bill had paid a guide to take us through the full tour. I saw the high white walls and the dark cellars made for the incarceration of human captives. The guide said they were standing in human waste until the time the ship arrived, and they were whipped and pushed through a small exit that all would call the “door of no return”.

We climbed into bright sunlight again to the chapel and the quarters of the commandant. The castle had been fought over by the Swedes, the Norwegians, the Danes and the Dutch before it fell to the English. They traded the slaves in the New World, coming home with cotton and sugar, and out again with cloth and guns to the Gold Coast, and the cycle went on for years.

I was tired after the tour. Bill said to me: “Now I will take you to Elmina castle.”

I did not expect that. It was more or less the same, tiring, as I walked on the hot open yard with rusted cannons lined over the thick stone walls facing the Atlantic below. Coconut trees leaned by the shore where lazy waves lapped away at the sand.

But where our car was parked, we were stopped by many hawkers, who made a brisk business selling handicraft, and what interested me most was the colourful cloth weaved in bright red, yellow and green that I knew was the work of skilled people. The pattern attracted me.

“Fine kente cloth, but tourist prices,” Bill said.

“Can you ask Al Doku if he can bring back a piece and I will pay him in London.”

That was how Al Doku met me again and on a weekend. I invited him for lunch with my family in Surrey and he brought the piece of cloth. It must have cost him a lot of money, and I did not mind paying him a premium for his effort, and it was very beautiful, and probably fit for a minor chief to wear in Ghana.

His daughter was getting medical treatment at a hospital.

I did not hear of Al Doku for many years after I left Unilever, but I still thought of his visit and the lunch like it was yesterday. I had always wondered how he got on after all these years. I remembered him warmly.

By chance, I met him again when he was attending an oil palm conference in Kuala Lumpur. It was just before the conference dinner. I was delighted to see him again and hugged him. I felt a glow of old friendship.

“But I don’t remember you,” he said.

I drew back and explained that he was my guest for lunch in England, and I had bought the kente cloth. I asked him how his daughter was.

But he still could not remember me. Long years had passed but surely he could not have forgotten.

I was told by then he was the managing director of the plantation business. I was upset through the courses of the dinner.

It was at the dessert stage that Al Doku walked up to my table and said with a smile.

“I am so sorry I could not remember you. I think I can remember you now.”

He tried to smile again.

“That’s all right,” I said returning to my dessert.

He tried to be nice to me but the glow of friendship was gone.

The writer has extensive experience in the management of oil palm plantations. Comments: letters@thesundaily.com

Higher system-wide sales and contributions of recently acquired South Korean value coffee brand boosted earnings of Asian food conglomerate Jollibee Foods Corp. by nearly a quarter in the nine months ending September.

The House of Representatives saw quite a toned-down but more gutsy version of former President Rodrigo Duterte as he refrained from swearing at the House probe into his bloody anti-narcotics campaign.

Fake News Debunker for Chrome is a Social Media tool that verifies videos and images for anyone who wants to be more efficient in fact-checking and debunking things on social networks. [License: Freeware | Requires: 11|10|8|7|Linux|macOS | Size: 4 MB ]

...

If you’ve sent kids to college, you’ve probably heard of FAFSA (Free Application for Federal Student Aid). FAFSA offers federal government aid via loans, grants and work-study options. It determines how much financial aid your children will get for college based on your family’s income and assets. As a parent, that includes your income, investment […]

The post How Do I Avoid the Money in My Bank Disqualifying My Children From Financial Aid for College? appeared first on Clark Howard.

Tags: google openscholar tools

Mother reportedly pushed her daughters into a water tank before jumping in herself.

Kowalewski’s ascent to K2 was cut short after he complained about a hernia that developed during a load-carrying trip

Group of Russian climbers were trapped after an Avalanch hit the Gasherbrum IV mountain in Gilgit-Baltistan region.

Absconders include 10 awaiting death penalty, serving life sentences

Twitter lauds Umera Ahmed's writing for the emotional reflection and character arc of the girls' PMA journey so far

These chart-topping artists traded stages for scripts, leaving viewers starstruck with their surprise appearances

Met Office warns rains may generate urban flooding; asks travellers, tourists to take extra caution

Blake Lively and Justin Baldoni can’t save 'It Ends With Us' from its own predictable and cringe-worthy narrative.

Jacob Arabo gifted Salman Khan a watch worth millions featuring 714 diamonds and an exclusive design.