Textbook proceeding to a comparison of political development and development administration in Africa - examines the failure of capital flow, technology transfer and development aid to bring about economic and social development; emphasizes the need for decentralization, revival of local government, political participation, promotion of nongovernmental organizations and local level institution building and an indigenous management development style; considers the role of public enterprise. References.

When Britain abandoned its attempt to eradicate difference between conqueror and conquered and introduced a new idea of governance as the definition and management of difference, lines of political identity were drawn between settler and native, and between natives according to tribe. Out of this colonial experience arose a language of pluralism.

DIVA special issue of PUBLIC CULTURE, this volume of essays explores the experiences and political economies of globalization in various locales./div

Table of contents

In analyzing the obstacles to democratization in post- independence Africa, Mahmood Mamdani offers a bold, insightful account of colonialism's legacy--a bifurcated power that mediated racial domination through tribally organized local authorities, reproducing racial identity in citizens and ethnic identity in subjects. Many writers have understood colonial rule as either "direct" (French) or "indirect" (British), with a third variant--apartheid--as exceptional. This benign terminology, Mamdani shows, masks the fact that these were actually variants of a despotism. While direct rule denied rights to subjects on racial grounds, indirect rule incorporated them into a "customary" mode of rule, with state-appointed Native Authorities defining custom. By tapping authoritarian possibilities in culture, and by giving culture an authoritarian bent, indirect rule (decentralized despotism) set the pace for Africa; the French followed suit by changing from direct to indirect administration, while apartheid emerged relatively later. Apartheid, Mamdani shows, was actually the generic form of the colonial state in Africa. Through case studies of rural (Uganda) and urban (South Africa) resistance movements, we learn how these institutional features fragment resistance and how states tend to play off reform in one sector against repression in the other. The result is a groundbreaking reassessment of colonial rule in Africa and its enduring aftereffects. Reforming a power that institutionally enforces tension between town and country, and between ethnicities, is the key challenge for anyone interested in democratic reform in Africa.

NATIONAL BESTSELLER • This gripping and triumphant memoir from the author of The Mountain follows a living legend of extreme mountaineering as he makes his assault on history, one 8,000-meter summit at a time. “From the drama of the peaks, to the struggle of making a living as a professional climber, to the basic how-tos of life at 26,000 feet, No Shortcuts to the Top is fascinating reading.”—Aron Ralston, author of Between a Rock and a Hard Place and subject of the film 127 Hours For eighteen years Ed Viesturs pursued climbing’s holy grail: to stand atop the world’s fourteen 8,000-meter peaks, without the aid of bottled oxygen. But No Shortcuts to the Top is as much about the man who would become the first American to achieve that goal as it is about his stunning quest. As Viesturs recounts the stories of his most harrowing climbs, he reveals a man torn between the flat, safe world he and his loved ones share and the majestic and deadly places where only he can go. A preternaturally cautious climber who once turned back 300 feet from the top of Everest but who would not shrink from a peak (Annapurna) known to claim the life of one climber for every two who reached its summit, Viesturs lives by an unyielding motto, “Reaching the summit is optional. Getting down is mandatory.” It is with this philosophy that he vividly describes fatal errors in judgment made by his fellow climbers as well as a few of his own close calls and gallant rescues. And, for the first time, he details his own pivotal and heroic role in the 1996 Everest disaster made famous in Jon Krakauer’s Into Thin Air. In addition to the raw excitement of Viesturs’s odyssey, No Shortcuts to the Top is leavened with many funny moments revealing the camaraderie between climbers. It is more than the first full account of one of the staggering accomplishments of our time; it is a portrait of a brave and devoted family man and his beliefs that shaped this most perilous and magnificent pursuit.

"An examination of strategies for effective organizing"--

Praise for INVENTORY RECORD ACCURACY "This updated version of Inventory Record Accuracy preserves its humorous and easy-to-read style. Supply chain practitioners, in traditional or lean manufacturing, will find it a helpful guide. Cleverly outlined, the rigorous yet simple process for both on-hand and on-order inventory provides accuracy levels required for real-time data systems." -Maria Teodorovic, Quality Systems Manager Weyerhaeuser Corporation "Inventory Record Accuracy is truly a practitioner's guide. The book's collection of anecdotes provides real-life insight into the potential challenges of achieving IRA, and the combination of an easy-to-read text and simple drawings makes this book an easy road map to follow on the proven path to higher inventory record accuracy." -John Dietz, Director, Manufacturing Resource Planning Lockheed Martin Space Systems "Brooks and Wilson are the experts on inventory record accuracy. Inventory Record Accuracy goes right to the core of the issues without a lot of soft-soaping. Every materials manager, stockroom manager, and cycle counting supervisor should have a copy within arm's reach." -Adrian R. Barrett, 6 Sigma Master Black Belt Caterpillar, Inc. "Excellent coverage of a fundamentally important topic. By far, the best book on the subject I've ever read. The three-phase approach to inventory record accuracy should be required reading for all manufacturing managers." -Edward W. Davis, Professor of Business AdministrationThe Darden School, University of Virginia