In Nigeria, most citizens between the ages of 20-60 believe that ethnicity is the leading cause of discrimination. The central problem addressed in this study was how ethnic diversity influenced managerial choices in Nigeria. The purpose of this qualitative case study was to explore the role of ethnicity in managerial choices in a Nigerian federal traffic management agency to gain an understanding of how ethnicity influenced managers' recruitment, placement, and promotion of employees. Complexity theory and a consideration of African management practices constituted the conceptual framework. Participants were 11 managers who were recruited from a Nigerian government agency using a combination of purposive and snowball sampling. Data collection occurred through interviews, observation, and government document reviews. Through use of Yin's 5-step process for data analysis, data triangulation, and member checking, 10 themes emerged regarding managers' decisions: (a) federal character principle, (b) merit, (c) ethnicity, (d) influence of godfathers, (e) favoritism, (f) promotion, (g) productivity, (h) morale, (i) frustration, and (j) health challenges. A conclusion was that ethnicity played a role in managerial choices. However, the execution of the current Nigerian law to manage ethnic diversity allowed the alleged discriminatory actions of managers in government agencies. Recommendations included a change in the implementation strategy of the federal character principle to reduce incidences of discriminatory actions in government agencies. This study may contribute to positive social change by providing public service managers the knowledge to create an enlightened and fair public service, free of ethnically induced barriers that have underpinned Nigeria's underdevelopment.

This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.

This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.