Despite the fact that management programmes provided by African universities are based on Western ontology, there exists a philosophy of management that is uniquely African. It is necessary to discover, understand and nurture this philosophy in order to explain why African managers behave in the ways they do. The African philosophy of management is premised on African traditional cultures, which have a strong influence on the organisational culture of African organisations. For example, despite many Africans undertaking university degrees based on (...) Western ontology at home and overseas, they inadvertently revert to African management philosophy in their (African) organisations. Consequently, the African philosophy of management significantly affects how African managers manage African organisations. The location of the author’s research for this paper is the neighbouring East African nations of Kenya and Tanzania. Although the limitation of the research to these two countries means that the research findings cannot be generalised to other African economies, it may nevertheless point to possible patterns of African management philosophy to be found in other economies of sub-Saharan Africa. Arguably, African management philosophy plays a key role at different levels in African organisations, with both positive and negative consequences. This paper explores such a role and its consequences. It also examines its implications for socio-economic development and social advancement for African peoples. It is widely accepted, for example, that African institutions and organisations are very corrupt. Africans do not have a monopoly on corruption, but a question of interest for this paper is whether the African philosophy of management contributes to corruption in the two countries on which this paper focuses, and what inferences may be drawn for other economies in sub-Saharan Africa. This paper includes both conceptual and field research in its exploration of the African philosophy of management. It is premised on the view that, while the Western world may not recognise or even think about an African philosophy of management, such a philosophy does exist. The effective management of African private and public organisations is not possible, if the African philosophy of management is not understood and accommodated in the management of African organisations. An understanding is critical for socio-economic development and social advancement, especially for Africans in Kenya and Tanzania, and also for the rest of sub-Saharan Africa. (shrink)

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Assuming Jensen's principle ◊+ we construct Souslin algebras all of whose maximal chains are pairwise isomorphic as total orders, thereby answering questions of Koppelberg and Todorčević.

A Souslin algebra is a complete Boolean algebra whose main features are ruled by a tight combination of an antichain condition with an infinite distributive law. The present article divides into two parts. In the first part a representation theory for the complete and atomless subalgebras of Souslin algebras is established (building on ideas of Jech and Jensen). With this we obtain some basic results on the possible types of subalgebras and their interrelation. The second part begins with a review (...) of some generalizations of results from descriptive set theory concerning Baire category which are then used in non-trivial Souslin tree constructions that yield Souslin algebras with a remarkable subalgebra structure. In particular, we use this method to prove that under the diamond principle there is a bi-embeddable though not isomorphic pair of homogeneous Souslin algebras. (shrink)

Un a d e la s proclama s má s escuchada s e n la s concentracione s de l 15- M e s qu e los ca r go s político s n o no s r ep r esentan . P ar a v eri f ca r s i es e reproch e est á justi f icado , e n este estudi o analizamo s primer o qu é deb e se r l a representació n (...) polític a e n u n Estad o democrático ; a continuación , y par a sabe r s i lo s representante s “no s representan” , no s f ijamos e n l a fo r m a e n qu e ha n sid o el e gidos , e n e l mod o e n e l qu e ejerce n s u funció n y e n las pre r r o gat iv a s que , e n teoría , garantiza n e l ejercici o d e es a función. (shrink)

E l én f asi s e n l a visió n d e l a representació n polític a com o representació n libr e basada e n l a con f ianz a democrátic a h a dejad o e n l a penumbr a qu e l a representació n e s un a relación d e pode r . Aunqu e la s visione s d e l a representació n com o representació n e xistencia (...) l adolecen d e conse r v adurismo , posee n e l interé s metodológic o d e r e v ela r l a autorida d com o materia d e l a relació n entr e lo s electore s y lo s el e gidos . A tr a vé s de l pensamient o d e Ma x W ebe r , Mauric e Haurio u y Giusepp e Duso , s e elabor a u n concept o d e representació n polític a que contien e l a duració n y l a estabilida d de l acatamient o d e lo s electore s com o requisit o necesari o d e est a institució n política . Un a e xplicació n l e ga l d e l a representació n dej ó fuera lo s elemento s político s —e l carism a d e lo s representante s y l a pe r tenenci a a élites — que f acilita n un a visió n má s comprens iva d e est a entr e g a democrátic a d e pode r. (shrink)