Tibet Civilization Essay Example | Topics and Well Written Essays - 500 words

Tibet Civilization - Essay Example It was fused with imperialism and became the religion of the kings during the reign of Song Tsen Gampo who ruled from 617 AD to 650 AD. He married two Chinese princesses who were Buddhists. He had the holy book of Sutras translated into the Tibetan language and thus the common people were able to read and understand the Buddhist scriptures. In the 8th century, King Trisong Detsen brought in the great Buddhist scholars from India, Pandit Shantarakshita, Kamalasila and Padmasambhava to spread the word of Lord Buddha. The first spiritual community was set up as a Buddhist monastery in Samye. This helped the Indian version of Buddhism to be established in Tibet and not the Chinese version. In 842 AD, King Lang Dharma persecuted Buddhists and tried to uproot the religion as he tried to bring back the original Bon religion. By 978, during the reign of King Yeshe, Buddhism was revived and with the help of Indian pundits, Buddhism was brought back as the official religion. According to Smith (2001, p. 45-49), final product of Buddhism was a combination of Mahayana Buddhism and the Tantric movement. Mahayana actually began as a splinter group from the Buddhist Mahasangha and it prescribed a more liberal monastic tradition and attitude for the followers. The followers of Buddhism were used to the Mahabharata and the Ramayana and they had notions of heroes, evil sprits, good, bad and other folklore. Accordingly, Lord Buddha was represented as different godlike Buddha images in different stages. With this belief came the adherence to sutras that are holy utterances and scriptures. Tantras are holy scriptures and writings that explain the process of enlightenment through rebirths and the endless wheel of life. Tantra was practiced by the Siddhi, the expert who knows the secrets of Buddhism. The most important of the sutras are Prajà ±aparamita also called as the Perfection of Wisdom; Suddharma-pundarika or the true Dharma; Vimalakirti-nirdesha or

Implement capital investment Assignment Example | Topics and Well Written Essays - 250 words

Implement capital investment - Assignment Example The 20% that remains is the known as the reserve and is held by the factor. The face value of the borrower and reserve difference is the amount that the borrower gets. Factoring is quick and has been adopted by many companies to help them meet their capital investment plans (Alternatives to Loans, n.d.). Mostly referred to as new corporate ATMs, Hedge fund lenders have been the choice for many companies especially the high-risk firms. The size of the loan offered depends on the quality of the pitch that the borrower will make. Due diligence is used to determine whether or not to lend. With Hedge fund, lenders access to money is quick. Companies have turned to merchant cash advance to get money so as to implement their capital investment plans. Merchant cash advance give companies’ cash advanced based on the corporation’s monthly credit card transactions. It best suits companies with high monthly credit card transactions (Alternatives to Loans, n.d.). In some cases, a company may require selling some of the assets that are less useful to the company. In other instances, it may lease out some of its assets at a favorable price. The income obtained will help in the implementation of the capital investment

Leadership Within Pixar Animation Studios

Leadership Within Pixar Animation Studios Pixar(2010) Pixar is an American animation production company based in California, United States. The company was started in the year 1979 as the part of the computer division of Lucasfilm and was bought by The Walt Disney Company in the year 2006. The company during its 17 years of existence has delivered several movies that has redefined the world of visual technology and animation. Pixar is known for its some of the basic values that form the foundation of its unbeatable success. People at Pixar are extremely talented and there exists an open collaboration among people coming from multiple disciplines. However, a formal structure is followed at the company where it is necessary for every member to ensure enhancement of three inter-related facets of the business, namely, leadership, process and accountability. Leadership is taken very seriously at Pixar and it is ensured that leaders are able to tune their communications, and value the vision of the organization and come up with the ability to provide lots of ideas (Jeremy, 2010) Managers as well as workers of the enterprise have the freedom of expression so that their vision and ideas can be communicated freely that helps the organization to come up with innovative ideas ensuring a sustainable position in the market (Morris, Jeremy, 2010). Another important element of Pixars environment refers to its collaborative approach towards work. It is fine to have talented people hired in the company, but it is equally important to make these people work in a motivated manner towards achievement of organizational goals (Milter and Matveev, 2004). At Pixar, everyone is made to understand that his/her success lies in the success of all other members. This helps in moving in a collaborative manner to ensure that everyone working in the company succee ds. The team spirit at Pixar helps in development o fold hires and new hands in a similar fashion with a healthy respect for each other resulting in an environment of credibility and trust prevailing throughout the organization. Apart, from these two elements, accountability forms the foundation of the working environment at Pixar. Leaders and managers at Pixar follow a clear line of accountability that helps them in seeking ways to improve themselves. Every project is headed by a Director/Producer duo, to whom all members of the project are accountable. These directors and producers are in turn accountable to leaders of the company and have the opportunity to utilize the experience and knowledge of senior filmmakers who are the part of top management of the company. In short, Pixar follows a highly structured process aims at fostering a meaningful collaboration resulting in a culture that comprise of value for ability and contribution of others. Cultural Analysis Before going for a discussion on cultural analysis, we need to understand the meaning of culture in a proper manner. Various scholars and academicians have given several definitions for culture. Formally, culture has been defined as a pattern of shared beliefs that were developed by a group during the process of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. Martin (2002) explained that everyone knows about the groups, organizations, and societies in which certain beliefs and values prevail at cross purposes with the beliefs of others, resulting in a condition where conflicts and ambiguity prevails in a high degree. This is often the result of insufficient stability prevailing among members, insufficient shared history of experience, or the presence of several subgroups with difference in their personal experience s (Thorngate, 2004). Many a times conflicts and ambiguity also results because of the fact that an individual is not a part of a single groups but belongs to several different groups and this has an impact on the assumptions and beliefs that one brings to a particular group and is influences by the assumptions that re appropriate to some other groups to which an individual belong. Khan (2005) argued that it is necessary that people are matched with the organization in order to ensure success of the company. There is a set of collective rules through which a company operates, which is termed as the culture of the organization. (Conolly, 2008) explained that employees of the enterprise should be well aware of their workplace that will clearly define appropriate and inappropriate behavior. In the present paper, an analysis of cross-cultural issues arising out of the merger of The Walt Disney and Pixar will be undertaken. It makes it necessary to understand the meaning of cross-cultural analysis. Under a cross-cultural analysis, an investigation is made into the ways through which people coming from different backgrounds communicate with each other. Whenever any merger takes place there is an amalgamation of the culture of the two organizations participating in the merger (Stening, 2002). Here several cross-cultural issues may arise because of the interaction of people coming from two different groups with different background, beliefs, values and functions. Cross-cultural analysis thrives to harness the utilitarian function of culture in order to use it as a mode of increasing the adaptation of people and bringing an improvement in patterns of communication (Nigel, 2001). It is one of the discipline of international management that focus on cultural encounters, aiming at discovery of methods that can be adopted to handle cultural differences that often give rise to conflicts, ambiguity and miscommunication. There are several different models that can be used to conduct a cross-cultural analysis. Various models includes those suggested by Hawkins (1992), Terpstra and Sarathy (2000), Hofstede (1994), and Wills (1991). The framework suggested by Hawkins and Terpstra are similar in nature and explains some of the common elements such as values, education and learning, social status and organization. Hawkins has tried to approach culture from the perspective of a consumer lifestyle, while Terpstra approaches culture in somewhat wider contexts. Thus, it is much more easy to use the model suggested by Terpstra and Sarathy. In addition, Hofstedes model will be used to understand the various dimensions of culture that are based upon individualism, power distance, masculinity and uncertainty avoidance. Wills (1991) considered learning as the key element of their model of culture. This will explain the basic idea of culture at Pixar as after the merger with The Walt Disney, the major aim of the co mpany was to establish Pixar as a learning organization. The dimensions of learning are used to consider a model of cross-cultural analysis suggesting a relationship between high/low context of a culture and the rate at which new products are adapted. In addition, it is to be noted that culture and leadership are interconnected. These are viewed as the two sides of the same coin, in that leaders first create cultures when they create groups and organizations (Edgar, 2004). Once cultures exists they determine the criteria for leadership and thus determine who will or will not be a leader. The unique function of leadership helps in managing the existing culture in case the elements of a culture becomes dysfunctional. Leadership also manages evolution of culture and change in such a way that the group is able to thrive in a changed environment also (Bal, 1999). Thus, it is right to say that it is necessary to understand the culture both for group members as well as for their leaders. The cultural analysis in relation to leadership roles will also be discussed and analyzed for Pixar. Cross Cultural Issues at Pixar The Walt Disney acquired Pixar with the view that Pixar would be able to bring some creativity to Disney, which had lost the luster in its animation. However, various major factors of the success of a merger were recognized by both the parties and they emphasized on The concept of transformational leadership and the importance of its existence for the success of the merger Creating a new strategic vision and mission for the new organization that is shared by both the parties to the merger Developing and maintaining learning teams resulting in fostering a learning environment throughout the organization. Creating and maintain a learning culture throughout the merged organization. Pixar is well known for its culture of collective creativity. Management think in a way to build capability to recover when some failures occur and not in the direction of preventing the risk. It is believed that smart people are more important as compared to good ideas (Catmull, 2008). The company aims at enhancing the power of creative people and builds a creative culture on the foundation of active feedback among peers. An open culture and communication prevails in the organization where people at all levels support each other and help each other to turn out their best (Catmull, 2008). All members of the organization respect each other and there are very rare cases of any unhealthy conflicts with groups having considerable problem-solving powers that act as an inspiration to be creative and innovative. However, with the merger of Pixar with The Walt Disney, the culture of the two organizations also merged and then arouse several cross-cultural issues that could have resulted in a failure of the merger if not managed properly (Haspeslagh, 2006). The Walt Disney is characterized with a highly regimented culture while Pixar is known for its unique, free-spirited, independent work dynamic culture (Lam; Chi and Lee, 2007). The successful combination of these two totally different cultures was the hallmark for the success of the merger. In case Disney would have made any attempt to get the people of Pixar work under pressure to generate efficiencies, even though the way of increasing its productivity or bringing about an elimination of the overlapping support positions, would have resulted in high rates of turnover with skilled employees leaving the Disney Pixar (Lam and Lee). It is to be noted that many a time sin such highly skilled industries such as animation and communication, people are allowed to let go because of skill gap. However, it is the issue of cultural gap that makes most of the skilled people switch companies frequently in animation and communicat ion industry (Keating, 2006). It is the clear understanding of magnitude of synergies that makes the mergers successful. Analysis of the cross-cultural issues at Disney Pixar As discussed in the previous section, to manage cross-cultural issues at Disney Pixar, management concentrated on four important elements of transformational leadership, shared vision, learning team and learning culture. These elements and Disney Pixars approach to these are discussed as follows: Transformational Leadership at Disney Pixar It is necessary that an organization have transformational leaders in order to develop creative thinking and problem solving to foster organizational growth. Transformational leaders are those who lead through social exchange. They help their followers grow and develop into leaders by responding to individual followers needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group and the larger organization (Riggo and Bernard, 2008). It is the elements that can encourage organizations to develop and change more rapidly so as to be able to meet challenges of dynamic and competitive environments. Disney Pixar followed the approach of defining and developing the transformational leadership. The company decided to follow the approach in order to make employees easily adapt the new culture, which is a mix of the cultures of two organizations. It is believed that creative powers come from creative leadership (Riggo, 2008). It is so because effective leadership helps in effective development of support structures, the necessary resources and access to the experience and knowledge of the top management of the organization. At Pixar, access to the brain trust of the organization was easy for all individuals because of its independent and free-spirit culture. However, it was for Disneys culture to adopt this key feature in order to be successful in the competitive environment. Transformational leadership was chosen as a route to achieve this objective and make Disney Pixar a learning organization. Shared Strategic Vision Another key element ensuring the success of a merger is the sharing of a shared vision of goals and objectives by the merging organization. This helps in providing proper guidance and reducing the anxieties and uncertainties associated with the process of merger. It is necessary in case of a merger to develop an environment of learning throughout the organization. This is possible only if there is an availability of diverse learning teams that are led by leaders who are sharing a common strategic vision. An organization is able to create a sustainable competitive advantage through such a process (Jemison, 2006). This further makes it easy to manage the increasing complexities associated with economies of scale and then competitors find it more difficult to copy a companys operational methods (Janik, 2006). As explained by Gill (2010), managing through a shared vision proves to be much more productive as compared to the management done through coercion or control. Creation of a shared vision refers to the process where a consensus has to be achieved on the direction of the group and on the desired results. The basic aim is to make the members of a team approach their work with aim of achieving same goals for the future and being guided by same principles. A shared vision is also necessary for developing and fostering learning and change in an organization. In the case of Disney Pixar, a formal team of leaders was created in order to integrate the two companies. Among these steps, the Vice President of Pixar was appointed as the chief creative officer of Disneys and Pixars animation studios. Despite of his having the authority to green light films for both the studios, the ultimate authority to approve rested in the hands of Disneys CEO. The main aim was to maintain the Pixars culture. However, it is not enough to develop teams of leaders. It is necessary that leading teams emerge throughout the organization and leaders try to develop learning of each and every individual about the new cultural values, mission and vision of the organization and the objectives for which the various operations are being carried out in the organization (Gancel and Rodgers, 2002). Every individual is required to have a commitment towards the strategic vision of the merger. There is a need of combining the best skills as two organizations to enhance the shar ing of the strategic vision and avoid any cultural issues. Developing Team Learning At Pixar, it is believed that providing freedom to take decisions helps in development of teams. People are given full chance to be creative and use their ideas in order to learn from their success or failures. The cofounder of Pixar and his executives gives tremendous authority to their directors. All decision-making authority rests in the hands of teams and no single individual is considered as a decisions making authority. The rule is that the opinions and advice received from the brain trusts of directors will be used only as an advice and directors have full authority to refuse their suggestions if it does not fit their plans. However, Disney having a tight control culture, followed an approach where corporate executives micromanage by keeping tight control over budgets and entering in the departments to take final creative decisions. These two different approaches resulted in several cultural issues after the merger. Many of the key employees left the company because of Disneys dominating cultural values. Ed Catmull, the cofounder of Pixar had recently changed his vision to build the organization where everyone work in the direction of creating a magic even when the directors and cofounders are gone (Prokesh, 2008). This called for a strong transition in the culture of the organization where executives were expected to do something of themselves even when people carrying out the organization were not there. Same was expected out of Disney, and unfortunately Disneys staff lacked the spirit and failed to develop a strong learning approach towards their work. Creating a Learning Culture Traditionally, organizations used to follow a top to down bureaucratic, controlled and narrow approach to management. This approach used to limit the learning process in the organization. In case of a learning organization, new directions of growth and development can be identified and recognized that makes it possible to handle challenges and problems. In todays competitive global era, diversity and cross-cultural complexities have become the synonymous to the challenges that a business organization face while improving their operational efficiency. Disney Pixar failed to recognize the method through which an organization can turn into a learning organization (Keating, 2006). The process is being undertaken successfully at Pixar through developing relationships and recognizing the fact that talent is rare and thus its retention is essential. Ed Catmull believes that the assumptions of the organization must be constantly challenged and the search for flaws that can destroy the culture of the organization should not stop throughout the operations of the organization. However, the process could not be undertaken successfully at Disney Pixar and resulted in several cultural issues. The new company was unable to keep Pixars talent together as there were vast differences between the cultural values and working styles of the two companies (Haspeslagh, 2006). Management was not successful in creating a learning culture throughout the organization and the unionized culture of Disney may not successfully coexist with non-unionized culture of Pixar. Recommendations Disney Pixar has failed at many levels while making the merger successful. The company has taken strong steps to initiate learning in the organization but it is doubtful whether such learning will be institutionalized throughout the organization. Some recommendations to foster learning and avoid any cultural clashes are discussed as follows: A utilization of differences can be made through the use of matrix strategy. This will help in finding a perfect balance between the competencies of managers of both the companies. In addition communication plays an important role in managing cultural differences (Lodorfos, 2006). Leaders should allow open communication and integration between team members as well as between teams to ensure smooth flow of knowledge and information. This will help in people from both the organization understand each others values, beliefs and working style resulting in more respect for each others culture (Harding and Rouse, 2006). Treating the partner company members with respect is the key to the success of a merger. Additionally, formal as well as informal training should be provided to the employees of Disney in order to adjust themselves with the open and free culture of Pixar. The decision making authority should not rest in the hands of few authorities and managers must be delegated more and mo re decision making power as in case of Pixar. Furthermore, Disney and Pixar studios are kept separate in order to reduce the complications. However, it is advised to design a single studio where a combined set of values coming from the combination of the ideas of both the companies should be fostered to ensure success of the merger. This is so because keeping the two parts of the Disney-Pixar merger as separate organizations can create the conditions for separation in future. Such a separation will result in more differences on account of cultural values and style of leading to more clashes and conflicts among the individuals of two companies. Disney-Pixar should aim at developing a learning organization through efficient flow of information and knowledge throughout the organization in order to be successful in future. Conclusion From the above discussion, it can be concluded that proper management of cultural differences is one of the key factors in success of a merger. Todays business environment is characterized with an increasing number of organizations desiring to avail the advantage of globalization. Many of the companies take the route of mergers and acquisitions to achieve the objective. Many of such mergers fail due to cultural clashes among people of different organizations. Each of the merged company is required to integrate the corporate cultures of their organizations. It is the leadership style, management styles and communication lines that are necessary to be developed and managed in order to be successful in managing cross-cultural issues. It is evident that there is always a possibility of cross-cultural issues in case of a merger that cannot be avoided at any cost. However, it is possible to manage these issues through developing the organizations into a learning organization in order to fo ster knowledge sharing throughput the organization resulting a in a successful merger.

Physics of Computer Graphics Essay -- physics computers graphic CG

In the field of computer graphics there are usually four general applications that one thinks of: 1. Display of Information 2. Design 3. Simulation and Animation 4. User interfaces (Angel, 2) With regards to applied physic's applications, the area of computer graphics most focused on is simulation and animation. This is found in several different fields such as "aerospace, manufacturing, wireless communication, resource recovery, film-making, computer games, and virtual reality. Moreover, physics-based modeling is now generally accepted as a third principal mode of scientific investigation, along with theory and experiment." (Mason) The goal is to usually create 3-dimensional objects and have them move and interact on the screen using data based off of physic's equations(i.e kinematic equations, energy and momentum, etc.) However often times programmer's and animators don't necessarily want to deal with having to code in every equation every time they want to have an object interact with something new. This brought forth the development of physic's engines. As processors have become more powerful, animators began to try and represent there animations using more realistic methods. In today's latest animated blockbuster's like Shrek 2, to some of today's hottest video games like Halo 2. In order to achieve these realistic effects computer animators often use high-powered physics engines to simulate real-life physics inside a computer-simulated world. An example of such a computer graphics engine is Impact, which "includes six physics engines: Force Field, Law of Gravity, Gravity (used to target a particular object), Springy Thingy, Thruster, and Torque Motion."(Mortier) These engines enable animators to ... ...it would take to render would freeze even some of the fastest machines out there. So what happens is we fudge the data and have each object appear brighter or darker based off of a simpler equation that gives the appearance that lighting does exist. Bibliography Angel, Edward. Interactive Computer Graphics. 3rd Ed. Pearson Education. 2003. Jewett, Serway. Physics for Scientists and Engineers. 6th Ed. Thomson Learning. 2004. Kerlow, Isaac. "Applying the Twelve Priciples to Computer Animation." 22 February 2004. 23 November 2004. http://www.artof3d.com/feature.htm#Head2 Mason, John. "Physics-Based Modeling of Gaseous Phenomena for Computer Graphics." 13 August 2004. 23 November 2004. http://www.cs.dal.ca/news/t20040813-1236.shtml Mortier, R. Shamms. "Emulate Physics with Impact." Computer Graphics World. August 1995. Vol. 18. Issue 8. Pg. 90.

Factors Affecting Fdi Inflow in Tanzania

CHAPTER ONE 1 INTRODUCTION 1 HISTORICAL BACKGROUND OF TANZANIA INVESTMENT CENTRE (TIC) Tanzania Investment Centre (TIC) is the primary agency of the Government of Tanzania to coordinate, encourage, promote and facilitate investment in Tanzania and to advise the Government on investment related matters. TIC is a focal point for investors. It is the first point of call for the potential investors; it is a â€Å"one stop facilitative centre for all investors†, engaging in the business of marketing Tanzania as an investment destination. TIC was established in 1997 by the Tanzania Investment Act No. 26 of 1997 to be â€Å"the primary agency of Government to coordinate, encourage, promote and facilitate investment in Tanzania and to advise the Government in Investment related matters† All Government departments and agencies are required by law to cooperate fully with TIC in facilitating investors. As a primary agency of the Government in all investment matters, TIC is charged with the following functions:- †¢ Assist in establishment of enterprises e. g. ncorporation of enterprises; †¢ Obtain necessary licenses, work permits, visas, approvals, facilities or services; †¢ Sort out any administrative barriers confronting both local and foreign investments; †¢ Promote both foreign and local investment activities; †¢ Secure investment sites and assist investors to establish EPZ projects; †¢ Grant Certificates of Incentives, investment guarantees and register technology agreements for all investments, which a re over and above US $ 300,000 and 100,000 for foreign and local investment respectively; †¢ Provide and disseminate up to date information on existing investment opportunities, benefits or incentives available to investors; and †¢ Assist all investors whether or not registered by TIC. TIC headquarters is in Dar es Salaam, but has established Zonal offices in Kilimanjaro, Mwanza and Mbeya regions in order to assist Investors who are based in nearby regions to access TIC services without necessarily traveling to Dar es Salaam. The Zonal offices are responsible in assisting investors to obtain all relevant permits, approvals and licenses they require in order to set up their businesses. In order to strengthen and expedite facilitation services, ten (10) Senior Officers from Government or its Executive Agencies have been permanently stationed at TIC to serve investors under one roof. Presently these officers include those from:- †¢ Ministry of Land, Housing and Human Settlement Development; †¢ Tanzania Revenue Authority (TRA); †¢ Immigration Department; †¢ Ministry of Labor, Employment and Youth Development (Labor Department); †¢ Ministry of Industry, Trade and Marketing (Directorate Trade); †¢ Business Registration & Licensing Agency (BRELA).? 2 BACKGROUND OF THE PROBLEM FDI has been one of the principal beneficiaries of the liberalization of capital flows over recent decades and now constitutes the major form of capital inflow for many African countries, including some low-income ones like Tanzania. Economies are often considered less vulnerable to external financing difficulties when current account deficits are financed largely by FDI inflows, rather than debt-creating capital flows. There is no denying the importance of FDI inflows both for their contribution to sustaining current account imbalances in countries and for their contribution to broader economic growth, through technological spillovers and competition effects. Recent economic reports show that Tanzania lags behind neighbors Kenya, Democratic Republic of Congo, Zambia and also Madagascar in its ability to attract foreign investors. A ccording to a top economic official, the failure to execute pro-business reforms is keeping prospective foreign investors away from Tanzania. (Konye Obaji Ori, Afrik. com, Thursday September, 2008). The Chief Executive Officer of the Tanzania Investment Centre, Mr Emmanuel Ole Naiko, said â€Å"even countries with less attractive opportunities and resources were receiving more foreign direct investment because the culture of politicking and negative public sentiments against foreign investors in Tanzania were among factors impeding the inflow of investments in the country†. In recent years, the flow of FDI has been steadily growing. From 2004 to 2005, the inflow grew by 29 percent to reach US $ 916 billion). During the same Tanzania attracted US $ 330. 6 million. To ensure maximum benefit to the economy, potential factors affecting FDI flow should be researched periodically. (Tanzania Investment Report, BOT, 2006). A large proportion of the FDI flow into Tanzania has increased from 552 million US Dollars in 2006 to 600 million US Dollars in 2008, ranking the country among the top ten recipients in Africa. Given its dominance in financial globalization and the potential impact to the economies, FDI tend to pose various challenges to individual recipient countries. For example monitoring and evaluation of the inflows, maintaining macroeconomics stability, and undertaking institutional and policy reforms for the purpose or realizing optimal benefits from the inflows. These challenges obligates Tanzania to increase capacity to compete interms of attracting investments, gaining global market shares and improving social economic welfare. Therefore the main objective of TIC is to facilitate Investment for national growth by enhancing an environment conductive for business and entrepreneurship growth hence attracting FDI inflows. 0. STATEMENT OF THE PROBLEM For the past two decades, Tanzania had been conceiving several efforts to attract Foreign Direct Investment. Major policy and structural reforms carried out since 1980’s played significant role in improving the investment environment in the country. These efforts have resulted into increase in FDI inflows into the country. However the increase in FDI and related investment posed a need to evaluate potential factors that induce the flow of FDI and should be emphases in this issue. The small number of investors in the country is usually contributed to weak economic performance. So it is important to identify factors that affect these investors not to invest in the country. It is also important to recognize the mixture of positive and negative effects of FDI bring into the country. The researcher will evaluate ways which can be used to maximize the effects of FDI hence leading to economy growth. Therefore the aim of this study is to identify and evaluate the potential factors that affect the flow of FDI into our country. 1. 4 RESEARCH OBJECTIVE 1. 4. 1 General Objective. To identify and evaluate the potential factors that affect the inflow of FDI in Tanzania so that to maximize the effects of FDI hence leading to the growth of economy. 1. 4. 2 Specific Objectives †¢ To identify and evaluate the sources of FDI †¢ To analyze the role of FDI as a source of economic development †¢ To analyze the effects of FDI in the host country and how this can be controlled. 1. 5 RESEARCH QUESTIONS 1. 5. General Questions What are the Potential Factors That Affect FDI Inflows? 1. 5. 2 Specific Questions 1) Will policy measures lead to increase/decrease in FDI inflows? 2) What will happen is some companies with foreign ownership maintain offshore accounts, from whi ch their debt servicing is made directly, thus leading to unknown outflow? 3) What policy measures to be taken as FDI inflow into the country come from different countries with different investment requirement hence having different requirements? 4) What is the effect of availability of highly educated and skilled labor in FDI Inflows? 5 SIGNIFICANCE OF THE RESEARCH 1. To the Target Government The study will provide information for developing policies on investment promotion and planning on future investment strategies. Also it will help in improving the necessary environment for attracting FDI inflows in the country. 2. To Future Researchers To help other researchers to conduct future study on the same problem given the gaps this might be encountered by the researcher. Also it can be used as reference for literature reviews on the same problem in other areas relating with FDI. 1. 6. 3 To the Researcher 1) The study is the partial fulfillment of the requirements for Post Graduate Diploma in Financial Management to be awarded by the Institute of Finance Management. IFM) 2) The researcher will gain confidence to conduct other research Studies independently at his places of work as to solve long and short term problems due to widened ability in writing and reporting skills. 1. 6. 4 To Investors The study will be of much importance to local and foreign investors, policy makers , donors, academicians as well it will be a useful source of information about the factors that determine FDI inflow in the country. 1. 6. 5 Reference Period The study conducted may be used in the coming three (3) years. 1. 7 SCOPE OF THE STUDY The study is intended to provide information on the potential factors that affect FDI inflow as well as bring out investors perception of the economy and business environment ranging from macroeconomic situation, infrastructure, financial governance and labour factors. The research will be conducted in Dar es Salaam region at TIC Headquarters and will take approximately two (2) months. The issues to be analyzed here are the potential factors that affect the FDI inflows, the sources of FDI into the country and the impact of FDI to the country both negatively and positively. 8. GAPS TO BE FILLED 1) FDI by locally owned companies has to be analyzed too, as many records shown by the past researchers are for the fully owned by foreigners or partially. 2) To add information on the previously done research on the gap trying to have a census on the set of potential factors affecting FDI inflows. 3) The study will try to overcome or at least reduce the gap as outline above. 9. CONCEPTUAL MODEL Tanzania benefits from FDI because these flows augment the limited Domestic savings and bring with it finance, managerial skills, technology, marketing expertise and market links. However new opportunities also bring risks that should be managed properly, especially in the case of policy reforms e. t. c. 10. ASSUMPTION OF THE STUDY The Researcher anticipates the following assumption in the research process:- 1. 10. 1 Time It is assumed that the time will be sufficient to complete this study. The time given is not sufficient to make the researcher to make a comprehensive study. This implies that the researcher will face difficulties in gathering all the important information for analysis. 1. 10. 2 Respondents It is assumed that some of the respondents will cooperate. Some respondents will also be a problem in the study; this is because of their personal interest and might choose to be untruthful. Also there may be a problem of absence of respondents. 1. 10. 3 Access to Records A problem of fully access to some documents may pose a problem as some documents are termed as very confidential and thus cannot be accessed by anybody especially the outsider. 1. 10. 4 Funds It is assumed that the funds will cover what is on the budget. However any additional costs outside the budgeted one may pose as a problem; as there will be no additional funds from my sponsor. Inexperience in conducting research may lead to some delays hence increase in cost of the study. CHAPTER TWO 2. 0 LITERATURE REVIEW 2. 1 INTRODUCTION Many researcher has been conducted regarding the analyses of the major determinants of FDI flows but did not come to census on what can be specified as a â€Å"set† of major determinants of FDI inflows, as this varies from one country to another and from one host to another. (World Investment Report, 2008). The flow of FDI to different countries is unequal. The major sources and destination of FDI have been the USA, the European Union, and Japan. Europe is currently the largest recipient and source of FDI. Africa has been receiving the lowest share of global FDI despite efforts by African ountries to attract it. However the climate has improved over the past few years. The growth of domestic output has been greater that that of the population for the first time in years. (Recep Kok et al, Analyses of FDI Determinants in Developing Countries, Journal of Social Economics, Volume 36: 1/2 2009 PP105 – 123). Tanzania recei ved US $ 600 million in 2008 and became the third largest recipient of FDI in SADCC region. However Tanzania has an upside potential to attract more FDI because of its continued political stability, promising prospect in the mining and biogas, and tourism. (World Investment Report, 2008). 1 Meaning and Overview of FDI in Tanzania Recep Kok et al, defines Foreign Direct Investment is as a case where a resident entity in one economy acquires lasting interest in an enterprise in another country’s economy with significant degree of influence. The World Investment Report (WIR) 2008, which was launched by the Secretary General of UNCTAD Dr. Panithpakdi, indicates that the FDI inflow in Africa has recorded an impressive performance. It shows that FDI on the continent has hit a record and that Africa has the highest returns on Investment. The Government has continued to improve the country’s investment climate, by introducing different reforms which will be of interest to investors. However as everyone sees, the foreign investment is highly concentrated in some parts of Tanzania, in the big cities like Dar –Es-Salaam, Mbeya, Arusha e. t. c. Also it is concentrated in the mining areas like Geita, Kahama, Nyamongo, and Tulawaka. In areas where the only product obtained there is agriculture, there are no or few investments. (Tanzania Investment Report, 2006). FDI has some components which are:- 1) Direct Equity Investment; 2) Retained earnings attributable to non-residents; 3) Long-term shareholders and inter-company loans; 4) Short-term shareholders and inter-company loans; and 5) Suppliers credits from related companies. The surge of interest in FDI and multinational companies has been so high that in Tanzania there has been a high expectation in terms of what the companies can do and generally on the development effects of FDI. While FDI can, indeed, contribute to national economic and social development in many ways, the engagement and performance of domestic actors are very crucial. The effect of FDI largely depends on the policies of the host country. This goes beyond the mere liberalization of economies. Deliberate measures to develop human capital and physical and social infrastructure can also be valuable ways to enhance the quality of FDI that countries can attract. Tanzania is making major efforts to increase FDI inflow by improving the investment climate. It has embarked on wide-ranging policy, political and institutional reforms aimed at reducing (and if possible removing) barriers to entry of foreign capital, particularly FDI. Trade investment liberalization, privatization and the creation of various incentives for foreign investment have received considerable attention of the government. Regional economic integration bodies and free trade zones have been created to enlarge the size of markets and adopt common investment regimes at sub-regional and regional levels. These efforts are based on recognition that FDI can stimulate economic growth, generate new employment opportunities, promote transfer of new technologies and contribute to environmental sustainability in the region. (Oyeyinka, 2004) 2 FDI Inflow and Prospect for Tanzania Tanzanian’s Foreign Direct Investment has increased by nearly 15 Percent in 2008, mainly due to investment in natural resources Exploration projects already in operation. Tanzania has ranked number 12 among major FDI receiver African countries after Nigeria, Egypt, Morocco, Sudan, Equatorial Guinea, Algeria and Tunisia. Other countries ahead of Tanzania are Madagascar, Zambia, Ghana, DRC and Kenya. (World Investment Report, 2008). However, there is no reason why on earth countries like Zambia and Madgascar should surpass Tanzania, particularly when one looks at the natural resources endowments the country enjoys. Tanzania’s problem has been engagement in too many debates, which inhibited some the making of quick and timely decisions. Giving the example of a country like Mozambique, although it was devastated by the war, had managed to successfully develop its coal mines leaving Tanzanians to debate on who should develop Mchuchuma coal or Liganga iron ore deposits. Since early 1986, The Government of Tanzania, with determination, launched a comprehensive economic reforms and stabilization programme. In pursuit of this, agricultural marketing has been liberalized, foreign exchanged controls have been lifted, price deregulated, enhanced private sector involvement in the economy through privatization programme and the new investment code offering competitive incentives has been in place. These comprehensive economic reforms have resulted into improved competitiveness, lower tariffs, increasing levels of foreign investment in trade, improved key economic indicators and rapid integration into world markets. To this end, the Government is currently embarking on a strenuous exercise to upgrade its institutions and bring them at par with international standards. The expectation is to enhance the country’s competitive position for investment flows destined for the region and meet the challenges of globalization. Table 1:GDP Snapshot for 2004 |GPD |US $ 8. 8bn | |GPD per Capita |USD $ 240 | |GPD Growth |4. 3% | |Agriculture Value Added |47. 6% | |Industry Value Added |14. % | |Services Value Added |38. 0% | Source: World Bank Tanzania’s 15 years track record of largely satisfactory reforms has consolidated a favorable macroeconomic environment, which makes it one of the main incentives for foreign investor. Growth per capita is expected to increase by 3. 4% between 2004 and 2009. (Tanzania Investors Guide, 2002 and beyond). Table 2:FDI Inflows, 2004 – 2007 |Year |US $ mn | |2004 |183. 3 | |2005 |350. 5 | |2006 |522 | |2007 |600 | Source: Bank of Tanzania An increase in Foreign Direct Investment, apparently, indicates that the country’s investment environment has increasingly improved in the manner that investors are now able to predict more precisely profits to be accrued from their investment. Table 3: TIC Approval of Foreign Investment 1990 – 2000 |YEAR |US $ mn | |1990 |47. 25 | |1991 |471. 49 | |1992 |204. 9 | |1993 |527. 05 | |1994 |302. 99 | |1995 |263. 42 | |1996 |467. 85 | |1997 |384. 9 | |1998 |1464. 69 | |1999 |1211. | |2000 |767. 77 | Source: Tanzania Investment Centre 2. POTENTIAL FACTORS THAT ATTRACT FDI The literature groups the factors that attract foreign investment into two groups: external â€Å"push factors† and domestic â€Å"pull factors†. Among the â€Å"pull† factors are: a. Economic and political reforms that boost confidence in the economy; b. Reforms such as debt restructuring which ease the long-run foreign exchange constraint and therefore enhance the sustainability of fo reign exchange inflows; c. Liberalization of foreign exchange flows (both current and capital) in the balance of payments; d. Simplication of red-tape requirements for direct and portfolio investment; and liberalization of restrictions on private sector borrowing from a broad; e. Macroeconomic factors, these are fiscal policy, monetary policy, government stability, government spending regulatory frame work, state intervention in private business, and financial sector stability. The government has to have a clear look on these factors as they affect investors operations; f. The infrastructure and public services including inland transport, ports, electricity and water supply, postal services, telecommunications, customs services, immigration facilities, municipal services, banking services and credit rating; g. Diverse factors including corruption, internal security, domestic political scenario, regional political scenario, domestic economic situation, global economic situation and market expansion; h. Governance factors that include regional trade integration, trade policy, investment incentives, bureaucracy, and tax collection efficiency, effectiveness of legal law, land law and administration and speed of decision making; i. Inflation, availability of business credit, interest rate, depreciation on domestic currency, national payment system and exchange control are among the pull factors. Among the â€Å"push† factors are: a. The relative decline in international interest rates (mostly US dollar rates) when compared to interest rates in developing economies; b. Cyclical downturns in economic activity in developed economies, which reduce the demand for investment funds; and c. A move towards intentional diversification of asset portfolios by major portfolio investors such as pension funds and insurance companies. The literature identified both push and pull factors as being behind the increase in capital flows to developing economies in 1990s. However, it is domestic or â€Å"pull† factors over which policy makers can have direct impact in attracting inflows of private capital. (Asea and Reinhart, 1995) 3. MEASURES TO BE TAKEN BY TANZANIA TO INCREASE FDI INFLOWS There are several ways home countries can increase FDI inflows. These include; a. Reducing political risk by enhancing the credibility of reforms. Sub-Saharan Africa seems to be seen as one homogeneous continent and therefore the bad behavior of few governments often leads to a negative image for all. Credibility also matters for the sustainability of reforms. Reforms that are credible are more likely to be sustainable in the long run as economic agent react positively to policy measures and result in virtuous circle behaviors. (Kasekende and Bhundia, 2000) b. Political reforms, political disorder is very damaging to economic growth and is not conducive environment for both domestic and foreign investment (Kasekende and Bhundia, 2000). Political reforms should be aimed at building frameworks that are more inclusive, encourage power sharing and allow for enhanced public participation in political process. c. Insurance against policy risk. Home countries can sign bilateral or multilateral investment treaties that have legally binding elements establishing the obligations of the host country toward foreign investors from other signatory countries. d. Macroeconomic stability should be ensured, as it is prerequisite for attracting sustainable, long-term foreign investment into a country. Hadjmichael et al (1996) conclude â€Å"the most important impact of policies on private investment behavior was through their effect on macroeconomic instability and uncertainty†. This suggests that greater macroeconomic instability can have a considerable adverse impact on domestic and foreign private in investment. e. External burden should be reduced. In many African countries external debt servicing, most of it official, continues to exact a significant burden on finances. In principle, heavy external debt does not automatically translate into low growth. Growth in export earnings can allow for continued importation investment goods to maintain growth while servicing external debt at the same time. However, if borrowed money is invested primarily in non-traded sector; then the situation will arise where the economy is unable to pay for imports required to maintain growth. 4. ADVANTAGES AND DISADVANTAGES OF FDI AS A SOURCE OF ECONOMIC GROWTH According to B. Seedha et al in their paper â€Å"Foreign Direct Investment in Africa†, FDI is simply a source of capital. The impact of FDI is dependent on what form it takes. This includes types of FDI, sector scale, duration and location of business and secondary effects. It is important to note that while some have experienced growth because of large FDI inflows, others have not. FDI can contribute to gross domestic products, gross fixed capital formation and balance of payments. Other contributions FDI can make to host country economy include assisting in debt servicing repayments, stimulating export markets, and producing foreign exchange revenues. Another aspect of FDI is that it can serve as source for economic development is in currency stability. FDI can contribute to social development by increasing employment and wages and by replacing warning market sector. FDI may offer poverty reduction, since poverty is related with unemployment. High levels of FDI do not necessarily show domestic gain (B. Seedha et al). Other factors may limit the economic gain to the host country’s economy. Example of such factors includes corporate strategies, and importation of goods and resources used in production. However FDI is mostly affected by country’s instability. The gain in employment, wages and so on may be realized by very small part of the population. When this happens wage differences between income groups will increase and the distribution of income may become unequal. Another negative effect of FDI as a source of economy is where the parent companies dominate the local market, leaving the local companies with no where to go. CHAPTER THREE 3. 0 RESEARCH METHODOLOGY 3. 1. INTRODUCTION This section describes the methodologies framework of the study which includes Research paradigms, Research Design, types of measurements, data collection methods and approach, types of data, sampling techniques, sampling procedures, reliability and validity of data, management and analysis of data and limitations of the study. 3. 2RESEARCH PARADIGMS Paradigms or â€Å"School of Thought† in research scholarship are accepted ways of looking at reality and the consequent approach/methods to generate knowledge that is held by a group of intellectuals who have wide influence in that subject area. The basic premise behind the paradigms is based on how people view reality (Lufumbi, 2008). 3. 3 RESEARCH DESIGN: Research design is the overall plan of the research. It is referred as a blueprint for the collection, measurements and analysis of data. During the study the Case Study design will be used. This is due to the fact that the research will be conducted in a single organization, and also case study design allows variety methods of data collection methods. In addition to that case study design will gives the room to researcher to make rigorous analysis of the organization under the study. Case study design is also less costly compared to other research designs. However the case study design limits the researcher from generalization to other unit of the same kind because it may not be a true representative sample. It allows the researcher to be able to get close to the sources of information. 3. 4 RESEARCH TECHNIQUES: In analysing the data the researcher will adopt both quantitative and qualitative techniques. Tables will also be used by the researcher to present the information where applicable. 3. 5TYPES OF MEASUREMENTS Measurement is a process of assigning numbers to objects or observation, the level of measurement being a function of the rules under which the number assigned (Kothari, 2004). Technically speaking measurement is the process mapping aspects of range according to some rules of correspondence. The measurement of the collected data will be delivered score that will be obtained from the respondent when making sense of data that would make from the research development. The delivered score will be of course those from face to face interview, questionnaires, documentations and observation. 3. 6 SAMPLING TECHNIQUES: The simple Random sampling approach will be used to select the sample. The researcher expects to follow the following approach in selecting the sample:- †¢ All Foreign Investors registered with Tanzania Investment Centre as a population to be studied will be identified through the register. Sample of foreign investors will be drawn randomly. †¢ Judgment approach to sampling will be used to select the items to be studied. 3. 7 DATA COLLECTION METHODS AND APPROACHES The data to be collected are those which will be able to address the research objectives and answer the research questions. Both primary and secondary data will be used in this study and the research intends to use several relevant data collection method to collect them. 3. 7. 1Primary Data Primary data are original works of research or raw data without interpretation or pronouncements that present of official opinion or position. Secondary data are those data obtained from literature sources. These are the ones that have already been collected by the other people for some other purposes. This is second had information. Secondary data include both raw data and published ones (Sunders et al, 2000). The following methods will be used in collecting primary data; Interview: This method will be use for the purpose of seeking clarifications on some of data collected. For this reason the interview will be in form of verbal and unstructured. Questionnaire: The researcher will set relevant questions on factors attracting FDI inflow, and those questionnaires will be distributed to different staffs who will answer them. This method will be used to give adequate time to think about the question and respond to them accordingly. These will be administered to TIC staffs in order to collect data relating to such issues like what they think attract foreign investors to invest in Tanzania, what hinder foreign investors to invest in the country, the advantages of FDI inflow in Tanzania. , and how do they purchase, issue and receive stores. Observation: The researcher will observe and participates directly in daily activities of TIC. This will enable the researcher to analyze each particular activity effectively and appropriately. Also this method will make help to the researcher to detect the behavior of the respondents a) Documentary Source In this course of collecting data, the researcher will be trying to go through different document held by TIC. 2. Secondary Data The researcher will collect secondary data through the review of various literatures from different sources such as minutes, reports, policies and legislation regarding the investments in Tanzania. 7. RELIABILITY AND VALIDITY OF DATA The researcher will make sure the measurable data are valid by controlling the questionnaires, and interview and ensure that are directed to the right person at TIC and make sure the reliability of the data by reviewing information which is from reliable and right documents. 1. Reliability Reliability refers to the question of whether a measuring instrument or process can produce the same results if successively employed by different researchers (Ndunguru, 2007). It refers to the extent to which a measure is giving consistent and stable results in a measurement process. 2. Validity Validity helps us to measure what it sets out to measure consistently and in a stable manner. It refers to persistence of systematic error in measurement process (Ndunguru, 2007). The validity of the research results is ensured id adequate physical or statistical control is put in place such that research measurement process produces accurate data. Generally validity is about a researcher measuring what he/she out to measure. 8. MANAGEMENT AND ANALYSIS OF DATA 1. Data Management Data will be collected from respective sources by using questionnaire, personal interviews. The respondents are randomly selected. However whenever the approached interviewee was not accessible at that time, the next nearest interviewee will be approached. 2. Data Analysis The data collected from questionnaires, interviews and documents is going to be edited, coded and summarized in order to get information relating to problems. The researcher will analyze and test the data using descriptive method, text and schedules, and tables will be used to validate relationship between variables. 3. 9. 3 Data Processing The researcher will use coding in data processing. This includes numbering and heading so as to simplify and reduce the ambiguity to the reader. Collection of data using questionnaire will be entered in the computer so as to make coding. 3. 9. 4 Data Presentation The findings of the study will be presented in a form of narration description with illustration of tables and diagrams where applicable. REFERENCES AND BIBLIOGRAPHY Immanuel D. Mzava & David Hillier (2004) â€Å"Does Country’s Tax Structure determine its Foreign Direct Investment Flow? † The African Journal of Finance & Management, Volume 14:1 Barbara Seedha, Lauren Maxwel & Joseph Horton (2000) Foreign Direct Investment in Africa† The African Journal of Finance & Management, Volume 14:1 Bank of Tanzania (2001) â€Å"Report on the Study of Foreign Private Capital Flows in Mainland Tanzania† Tanzania Investment Report. Bank of Tanzania (2006) â€Å"Report on Foreign Private Investment in Tanzaniaà ¢â‚¬  Tanzania Investment Report. Recep Kok & Bernur Acikgoz Ersoy (2009) â€Å"Analyses of FDI determinants in Developing Countries† International Journal of Social Economics Volume 36: ? PP 105 – 123 www. emeraldinsight. com Bhinda, N and M. Martin (1994). â€Å"Eastern Africa – Survey of Foreign Investors†, Report by Exocomisti Association for the World Bank. Chege, M (1999). Politics of Development: Institutions and National Governance†, Paper presented for Africa in the 21st Century Initiative (Washington D. C†¦ World Bank) IMF (1999). â€Å"The Cross-Border Initiative in Eastern and Southern Africa†, African and Policy Development and Review Department, IMF. Kasekende L. and I. Hussain (1997). â€Å"Private Capital Flows to Sub-Saharan Africa: What’s the Real Story? Paper presented at Seminar, A New Paradigm of Financing Development and Development Cooperation, March 1997, Stockholm. Kasekende L. , D. Kitabire and M. Marti n (1998). â€Å"Capital Inflows and Macroeconomic Policy in Sub-Saharan Africa†, in G. K. Hellier (1998). Capital Accounts Regimes and Developing Countries (London: Macmillan Press) Kasekende L. and A. Bhundia (2000). â€Å"Attracting Capital Inflow to Africa: Essential Elements of a Policy Package. Advanced Unedited Copy. UNCTAD (1999), â€Å"Foreign Direct Investment in Africa: Performance and Potential†, (New York and Geneva, 1999). TIC (2002 and beyond). â€Å"Tanzania Investors Guide: Investment Opportunities and Facilitation† (United Republic of Tanzania, March 2002) C. Makunike (Tuesday, September 30, 2008). â€Å"Tanzania’s Foreign Direct Investment inflow up by 15 Percent†. (www. tradeafrica. com) D. Makangale (Thursday, January 22, 2009). â€Å"Investment Climate Attractive† (Tanzania: Daily News Paper) Macias J. B and Massa I. (June 2009). The Global Financial Crisis and Sub-Saharan Africa: The Effects of Slowing Private Capital Inflow on Growth† Results of ODI Research Presented in Preliminary Form for Discussion and Critical Comment. (London: Overseas Development Institute). Oyeyinka, B. (2004). â€Å"How c an Africa Benefit from Globalization†? ATPS Special Paper Series No. 17 www. tic. co. tz visited on 3rd March 2010 APPENDICES APPENDIX I Institute of Finance Management, P. O. Box 3918, Dar es Salaam, 10TH March, 2010. Dear Respondent, I am a student at the Institute of Finance Management undertaking Postgraduate Diploma in Financial Management. I am researching on the â€Å"Potential Factors that Affect Foreign Direct Investment Inflow in Tanzania†. The questionnaire aims at finding data for a research paper to be presented to the Institute of Finance Management as a partial fulfillment of the requirement for the Award of Postgraduate Diploma in Financial Management. I kindly request you to put a tick after appropriate answer and where applicable explain why when requested to do so. The information you give will be strictly confidential and will be used for the purpose of this research. Thanking you in advance. Yours truly, Kwareh, Karerema R. APPENDIX II RESEARCH QUESTIONNAIRE A: GENERAL INFORMATION Date completed: ________/_______/_________ Centre Name: ______________________________________ Name and position of the person completing this questionnaire: ____________________________________________________________ _ Centre Address: _____________________________________________ Tel: __________________ Fax: _______________ E-mail: ____________ Please give details of alternative person whom I may contact incase I have any questions: __________________________________________________________ Date of Commencing Operations: _____________/ _____________/ __________ B: GENERAL QUESTIONS 1. To what extent have the following macroeconomic factors affected investment in our country? |Very strong +ve effect|Strong |Limited +ve Effect |No Effect |Limited |Strong |Very Strong –ve Effect| | |+ve effect | | –ve Effect |–ve Effect | | |1 |2 |3 |4 |5 |6 |7 | At start – upNow Fiscal policy( ) ( ) Monetary policy( ) ( ) Government Stability( ) ( ) Please add any additional Information ____________________________________________________________ __________________________________________________________________ ______ 2. To what extent have the availability of condition of the following I nfrastructures and services affected in our country? Very strong +ve effect|Strong |Limited +ve Effect |No Effect |Limited |Strong |Very Strong –ve Effect| | |+ve effect | | |–ve Effect |–ve Effect | | |1 |2 |3 |4 |5 |6 |7 | At start – upNow Inland transport (roads, rails)( ) ( ) Access to seaport( ) ( ) Airport and Air transportation( ) ( ) Electricity supply( ) ( ) Water supply( ) ( ) Please add any additional Information ____________________________________________________________ __________________________________________________________________ ______ 3. To what extent have the following financial factors affected investment in Tanzania? Very strong +ve effect|Strong |Limited +ve Effect |No Effect |Limited |Strong |Very Strong –ve Effect| | |+ve effect | | |–ve Effect |–ve Effect | | |1 |2 |3 |4 |5 |6 |7 | At start – upNow Inflation( ) ( ) Availability of business finances/credit( ) ( ) Interest rates ( ) ( ) Depreciation of domestic currency( ) ( ) Exchange Control( ) ( ) Please add any additional Information ____________________________________________________________ ____________________________________________________________ ____________ 4. To what extent the following governance factors affected investment opportunities in Tanzania? |Very strong +ve effect|Strong |Limited +ve Effect |No Effect |Limited |Strong |Very Strong –ve Effect| | |+ve effect | | |–ve Effect |–ve Effect | | |1 |2 |3 |4 |5 |6 |7 | At start – upNow Regional Trade( ) ( ) Trade policy( ) ( ) Bureaucracy ( ) ( ) Tax collection efficiency( ) ( ) Land law & administration( ) ( ) Please add any additional Information ____________________________________________________________ ____________________________________________________________ ____________ 5. Please specify the most important factors that influence your initial decision to invest in Tanzania? ____________________________________________________________ ___________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ______________________________ 6. What is the likely direction of foreign direct investment in Tanzania in the medium term? Please tick appropriate box |Expansion |No Change |Contraction | | | | | 7. What measures can the government undertake to improve investor’s attractiveness to continue investing in Tanzania and attract new investors? a. ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ b. ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ c. ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ d. ____________________________________________________________ ___________________________________________________________ ____________________________________________________________ Thank you for your time. APPENDIX III TIME SCHEDULE This timetable will be of great help to me as a researc her to organize activities to be carried out and allocate the time accordingly. This will act as my guideline. The estimated time of conducting the research is 9 weeks. |Week |Activity | |1st – 2nd Week |Preliminary preparation i. e. research proposal, budget, finding the | | |assistant for help if necessary e. t. c. |3rd – 4th Week |Preparation of questionnaires, visiting the respondents and distribution | | |of questionnaires | |5th – 6th Week |Collection of questionnaire from respondents, analysis of the data, | | |verification and processing | |7th – 8th Week |Revising the paper, re-writing and bidding | |9th Week |Presenting the paper and defending | APPENDIX IV RESEARCH BUDGET |1. 0 |STATIONARY |TSHS | |1. 1 |Ream of ruled paper x2 @ 7,000 | 14,000 | |1. 2 |Ream of A4 plain papers x 2 @ 8,000 | 16,000 | |1. |Flash Disk x 1 @ 50,000 | 50,000 | |1. 4 |Ball pen, pencil, collection fluid | 10,000 | |2. 0 |SECRETARIAL SERVICES | | |2. 1 |Proposal: Typ ing and printing x 2 copies | 100,000 | |2. 2 |Research: Typing and printing x 2 copies | 150,000 | |2. 3 |Binding | 50,000 | |2. 4 |Photocopying of documents | 20,000 | |3. |RESEARCH EXPENSES | | |3. 1 |Assistance Researcher | 80,000 | |3. 2 |Transport to and fro | 250,000 | |3. 3 |Breakfast/lunch e. t. c | 100,000 | |3. 4 |Consultation | 50,000 | | |Sub-total | 890,000 | | |+ Contingency 30% |1,157,000 |

Critiquing Current Educational Issues Essay

Matters of education, like any other sociological issues, can cause a lot of controversy if they are handled in a manner that does not represent or take into account the views of all the stakeholders (ABC, 2010). This has been the case with the My school website in this country. Long before the My school website came into operation, support as well as opposition could be clearly witnessed from different stakeholders including teachers, the Australian Education Union (AEU), and the government through the independent Australian Curriculum Assessment and Reporting Authority (ACARA) which is charged with the responsibility of making available to the public data about schools that is nationally comparable. However, the most controversy has arisen after the website became operational. The issues of contention vary depending on the particular sides embroiled in the debate. However, regardless of the views that are being raised, the effects that the controversy about the My school website has generated have been dire not only to students and their schools but also to teachers in the Australian education curriculum, the parents, as well as investors who need to finance education programs in the country. This paper critically discusses the sociological issues that have surrounded the My school website prior to and after its inception. This is with a view to establishing the extent to which the controversy has affected the various stakeholders in the education sector in the country. The My School Website My school is a website which profiles close to a thousand Australian schools. All these schools may be searched by any interested person or organization using filters such as the location of the school, its sector, or even the name. Perhaps the most important information to be found on the website is that of statistical and contextual nature; but also included is information about the results by the National Assessment Plan for Literacy and Numeracy (NAPLAN). These results allows for comparisons to be done for schools; particularly those that are statistically similar. Therefore, the My school website allows for the searching for schools across the nation; finding local schools in one’s own area; comparing schools that are statistically similar; viewing school-level results by NAPLAN; and identification of schools’ performances so that there is an allowance for sharing successful strategies (Peatling, 2010). Contentious Issues Proponents of My school, who mainly comprise of the government, NAPLAN, and a section of parents, argue that the website has allowed parents and other people an opportunity to assess schools on the basis of key indicators, particularly on literacy and numeracy, so that they can make informed decisions about where to enroll their children. They also argue that through the site parents can monitor the performance of their children and so be better placed to advise them accordingly. The site has also been lauded for bringing together all schools across the nation so that finding information about school performances and other records is no longer difficult (Peatling, 2010). This site, they argue, has enabled the results of schools on national tests to be better understood in a manner that is both meaningful and fair. The site has also enabled schools seeking to enhance their performance to learn from others which have similar populations. By providing extensive information on Australian schools, the My School website introduces a new level of transparency and accountability to the Australian school system. However, the opponents have forwarded a number of critical issues which they believe are actually making the education sector to suffer. The first contention and one which has generated the most opposition is the use of particular indices to rank schools (Peatling, 2010). These indices have apparently failed to present to the public what the actual facts about schools are because it has been proved that some schools that are known widely to be underperformers have been ranked or placed in the same category as other elite schools whose national record has been known by the people to be very high. A notable example that has been widely quoted is the grouping together of Bulli High School, Wollongong, and Trinity Grammar, Summer Hill; as well as ranking of Scotch College which is among the most prestigious schools in the country alongside Epping North Public School. This issue has particularly caused a lot of concern among teachers, led by the Australian Education Union, who have used it to reiterate their allegation that the My school website is deeply flawed and cannot be relied upon for its inaccuracy, invalidity, and incompleteness (Peatling, 2010). Another key issue has been the margin of error that has been identified in the ranking of the schools in the test results by KAPLAN. In some cases, it has been found that the margin of error has been as wide as 34 – pointing out that there was no way the website could be relied on to convey the correct information to the public. From the AEU’s perspective, the site is only a source of conflict and serves to create tension and unnecessary competition among teachers and schools. The union reiterates the need for the education sector to be made rather autonomous so as to avoid events that can compromise the quality of education (Peatling, 2010). AEU holds that tests ought not to be used to rate the student’s ability but only as a means to ascertain where a child or learner is up to. Sociologically, tests results ought to be the secret of the learner because the test was done that one learner alone. Exposing such results to other people, especially when the results are poor, serves to embarrass the learner and cause one to be less confident in school. The overall outcome is a tendency to continue failing in successive tests. Another issue that has raised a storm about the My school website is that it is being used to discriminate against certain ethnic communities, particularly the Aboriginal students (ABC, 2010). This lament, mainly from parents, has stemmed from the system used where schools have been listing the number of Aboriginal students enrolled there as part of the statistics posted on the My school website. This, the parents contend, is discriminatory as it tends to bring to the fore the notion that the Aboriginal students are responsible for the poor performance of schools so that the more of them a school has the lower it is likely to perform on the KAPLAN index. This can never be farther from the truth (ABC, 2010). The Clash Between Government Policy and Public Opinion Even on the international scene, there have been constant clashes between the policy of governments and what the public feels is the best. In matters of education in particular, there has been a series of policy frameworks that governments have put in place without considering their effects on the other stakeholders. For instance, issues regarding the performance of educators in learning institutions like schools and colleges have been hotly contested because while the policy might require teachers and other educators to be appraised based on their performance, the indices used in certain cases never really depict the actual input by these educators. For instance, teachers can be assigned to students who are hard of learning for a reason or more and so such teachers, if rated on the basis of the performance of their students alone, never really get justice done. Similarly, it is not appropriate for the government to continue using indices to rank schools and publishing such information on the My school website without considering other factors. The effect this has on teachers is that they are likely to become demoralized and put less effort in their work for they know the evaluation of their work is not at all fair. For parents, the use of the My school website has had different effects (Peatling, 2010). First, it may help them to ascertain the best performers among schools and so enroll their children in such ones. However, there is another more critical issue about what parents whose children are in poor-performing schools can do. The natural inclination of such parents is to withdraw their children from these poor performing schools and have then enrolled in other schools with better performance indices. This, if allowed, would cause a mass exodus of students from some schools into others, eventually causing another problem of overcrowding and subsequent declining in the quality of education in those schools initially ranked highly. But since the government is not prepared to allow such migrations, continuing to use the My school website might only cause parents a lot of anxiety from knowing that their children might never be able to make it in life because they are in lowly-ranked schools. For the students, they will get discouraged if they learn that their school does not perform well in comparison to others. As AEU has claimed, education is not all about literacy and numeracy but more about individual students’ ability to learn to do many other things in life. Students in lowly-ranked schools might be led into the false belief that their teachers are not competent enough and so give up trying to improve their performance. However, the My school website has had the positive effect of creating a competitive environment in schools so that low performers are compelled to work harder to improve while the best performers try their level best to maintain or improve their performance record (Peatling, 2010). Conclusion The My school website is bound to continue eliciting a lot of debate in the days to come with varying effects on the society, the students, teachers, and the government. What is clear in this debate is that there has been no attempt to have the feuding parties to work together to sort out their differences. Instead, every side has been unilateral in its decisions and has not cared about the implications of its actions on the students, teachers, and parents. While the government is downplaying the opposition to the My school website by AEU and citing it as any other opposition that happens whenever there is change, the fact is that the union has key sociological issues that ought to be addressed if the education standards in this country are to be kept high. Sociologically, therefore, the feuding parties ought to work together to find ways of ironing out their differences before the matter gets out of hand.