This study evaluated the influence of annual land applications of Class B biosolids on the soil microbial and chemical properties monitored over 20 year period. The study was initiated in 1986 at the University of Arizona Marana Agricultural Center, Tucson, Arizona. The final application of biosolids was in March 2005, followed by growth of cotton from April through November 2005. Surface soil samples (0-30 cm) were collected monthly from March 2005 through December 2005, and analyzed for soil microbial properties. Soil cores (0-150 cm) were also collected in December and analyzed for various soil chemical properties. The study showed that land application of Class B biosolids had no significant effect on the number of indigenous soil microbial numbers including bacteria, actinomycetes, and fungi (no bacterial or viral pathogens were present in soil samples collected in December) but enhanced microbial activity in the biosolid amended plots. Bacterial diversity was not impacted after 20 years of land application when evaluated through cloning and sequence analysis of bacterial 16S rRNA. Both soils had a broad phylogenetic diversity comprising more than five major phyla including: Proteobacteria, Acidobacteria, Actinobacteria, Bacteroidetes, and Firmicutes. Chemical analyses showed that land application of biosolids significantly increased soil pH but did not affect soil salinity and CaCO3 values as compared with the control plots. However, this lack of increase in salinity was likely due to the leaching of soluble salts through the soil profile since irrigation rates. Land application significantly increased soil macro-nutrients including C, N and P and caution should be taken with respect to phosphate loadings to prevent nutrient contamination of surface waters. The biosolid amended soil concentrations of available and total metals were low (compared to the typical background soil metal concentrations). Metal concentrations attenuated rapidly with increasing soil depth, and were generally similar to values found in control soils at a depth of 150cm. Increases in available metal concentrations were modest. It is important to note that there are differences between these studies with respect to different cropping systems, biosolids type, climate and soil type, as well as irrigation rates in the arid southwest.

No description available.

This dissertation focuses on the management of cultural diversity in a joint venture (JV), formed in 2002, between a South African company, Sasol Chemical Industries and a Japanese company, Mitsubishi Chemical Cooperation (MCC). The reasons for the formation of the JV as well as the details are provided. One of the key threats identified for the JV is the challenges posed by the merging of two different cultures. Research studies indicate that the longevity of a JV is largely determined by the management of cross cultural conflicts. Unresolved cultural differences can have a detrimental effect on the success of the JV. This leads to the formulation of the following hypothesis "Proper Management of Cultural Diversity will result in the long term success of the JV between Sasol and MCC". According to Hofstede (1983), an evaluation of the management of cultural diversity requires an analysis of the managerial and cultural behaviour of both South African and Japanese culture. Questionnaires, comprising largely of rating scales, were administered to a population comprising of the senior, middle and junior management from Sasol that were directly involved in the JV. The aim of the questionnaire was to evaluate and compare the knowledge Sasol employees have about South African and Japanese business culture, determine the current level of cultural sensitivity and to evaluate the level of cross-cultural diversity training received. The results are then benchmarked and evaluated against those characteristics displayed by JV’s that adopt a third culture approach. Based on this information it was determined that the current management of cultural diversity was not adequate for the long term success of the JV. Differences emanating from managerial behaviour such as the differences in managerial style, decision making process, organisational structure and communication styles lead employees to become frustrated and unsure of what to do. Differences in Cultural behaviour such as the degree of Individualism, Uncertainty Avoidance and Masculinity also resulted in misunderstanding of intentions that often lead to distrust and ethnocentric behaviour. These findings correlated when benchmarked against the ratings of those characteristics displayed by JV's that adopt a third culture (Graen, 1996). The hypothesis "the current level of management of cultural diversity is sufficient to ensure the long term success of the JV' was rejected with the final finding being that the current management of cultural diversity is not sufficient to ensure the long term success of the JV. Comments from participants indicated that there was indeed no management practice in place to manage cultural diversity. Most participants felt at a loss when handling diversity issues and were unsure of the level of sensitivity to display to other cultures. The key recommendation was the implementation of cultural training programs similar to that developed by Berrell (1999) and to develop an organisational culture that will assist employees in reducing behaviour variability. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

Background: There is a shortage of Black chartered accountants, with some progress being made in transforming the industry. Accounting firm managers must be prepared to effectively manage the increasing diversity of the profession. Methods: The primary objectives of the study are to determine the KZN accounting firms' managers' and trainees' perceptions of diversity management in the accountancy profession; to determine the KZN accounting firms' managers' and trainees' perceptions of the Chartered Accountancy profession Charter (CA Charter); and to identify the accounting firms' managers' and trainees' perceptions of managerial competencies required by managers to effectively manage diversity in KwaZulu-Natal. A prospective, descriptive and analytical, cross-sectional design using systematic sampling was employed. The responses of 45 accounting managers and 114 trainees were analysed. Results: Both managers and trainees perceived the six managerial competencies important in managing diversity, but the ranking order of perceived importance indicated that there are variations in ratings. Teamwork and self-management competencies were highly rated by managers, while communication and teamwork competencies were highly rated by trainees. A total of 84.4% of managers were male, 44.4% were White, and 91.1% were between 30 to 60 years old. 47.4% of trainees were male, 51.8% were African, and all were between 21 and 30 years old. 42.1% of trainees reported knowledge of the CA Charter, in contrast to 64.4% of managers (p<0.05). 34.2% of trainees did not believe that the accounting firm has a plan to retain Black employees, as compared to 4.4% of managers (p< 0.05). Both managers and trainees believed that diversity should be led by top management. Trainees were more attached than managers to individuals of the same race (p<0.05) and language (p<0.05) as themselves. Conclusion: The managerial competencies are vital for the accounting firms. managers. The study suggests that the accounting firms. managers should consider the importance given by trainees and by themselves in prioritising the most important competencies they require in managing diversity. Accounting firms are encouraged to include the six managerial competencies in the firm's management development programme or training and development programme. Incongruities exist between managers' and trainees' perceptions of managerial diversity efforts and the equity of remuneration call for greater transparency in existing and future diversity management practices. While the CA Charter remains the guiding professional piece on diversity, poor awareness and the lack of targets/benchmarking may fuel the divided perceptions. The language and race based attachments of both trainees and managers are reminiscent of the divisive and exclusive history of the profession. There is still much work to be done in the way of changing perceptions, attitudes and behaviours, before diversity can be effectively managed.

I compared understorey communities under Alnus viridis ssp. crispa (Ait.) Pursh (green alder) and Corylus cornuta Marsh. (beaked hazel) in two boreal jack pine forests. There was no difference in inorganic soil nitrogen, but alder plots had lower species richness at Star Lake and higher evenness in the Sandilands. I incubated chopsticks and litterbags containing natural litter assemblages underneath A. crispa and C. cornuta in the field, and litterbags containing artificial litter mixes in a dark growth chamber. There was no significant difference between treatments for litterbags or chopsticks in the field, nor between mixes with or without alder in the growth chamber.

No description available.

The purpose of this study has been to examine what approach and experience pedagogues at pre-schools, with a limited amount of nationalities, have regarding cultural promoting work in pre-schools. The concept ”cultural promoting” mainly regards the children's cultural backgrounds. The first question formulation focussed on the what the concepts ”cultural promoting” and ”cultural diversity” meant to the pedagogues. The second question focussed on the interpretation and knowledge of what the syllabus says about cultural promoting work.Earlier research has shown that there exists an insecurity among the pedagogues regarding how they should work in a culturally promoting way, however, Swedish research in this area is very limited. The method used in this study has been qualitative interviews and a total of six pedagogues from four different pre-schools have been interviewed. The result gave a varied view regarding what can be looked upon as cultural promoting work. All the pedagogues agreed that working with other native languages than Swedish was considered cultural promoting. The knowledge about the contents of the syllabus varied greatly among the pedagogues.The conclusion shows a positive attitude among the pedagogues towards cultural promoting work, however, they were insecure about how to shape, develop and perform the actual work, which can be linked back to their amount of knowledge about the syllabus.

Business management is characterised by fast and ever–expanding development. Culture and generation play an increasingly important role in the management of businesses worldwide. Although studies have been conducted on the subjects of culture and generation, little attention has been paid to culture and generation as a combination of diversity characteristics. As more managers are realising the challenges that arise when managing diverse work environments, the modern manager must question old assumptions about how diverse people work together. In this modern age, it is important to understand diversity issues on all levels of management. Networks are based on people's backgrounds, and understanding the link between networking and diversity is becoming increasingly important. In a culturally complex country such as South Africa, experiencing the impact of diversity on a daily basis can be anticipated. Culture and generation are two terms that encompass all dimensions of diversity. This study investigates the different networking practices found among diverse cultural and generational groups at a Gauteng mine. The generational classification used in this study is based on the fact that generations differ from country to country; therefore, the classification used in this study is relevant to South African generations. Seven hypotheses were formulated pertaining to differences among cultural and generational groups with regard to networking practices. Furthermore, four cultural–generational groups were identified, namely Black Generation X'ers, Black Baby Boomers, White Generation X'ers and White Baby Boomers. Data was collected from Kusasalethu mine employees. The original sample frame comprised 3630 employees from which a sample was chosen that complied with the criteria for culture, age / generation and education. A total of 1046 employees remained from which the sample elements were chosen by making use of probability, systematic proportionate stratified sampling. Self–completion questionnaires were used for collecting the data. A total of 289 questionnaires were completed which constituted a 100% response rate. The questionnaire used was intended to obtain feedback from respondents regarding their cultural and generational diversity, as well as preferences pertaining to their networking practices. The results from the survey were used to determine the differences between diverse cultures and generations with regards to networking practices. The findings, supported by the rejection of the first null–hypothesis, indicated that there are indeed a number of salient differences between Black Generation X'ers, Black Baby Boomers, White Generation X'ers and White Baby Boomers. Specifically, the results indicated that White Baby Boomers incline to rarely use the medium of SMS when networking while this group also makes use of telephones when networking more often than Black Generation X'ers. Furthermore, Black Baby Boomers more frequently use e–mails when networking while Black Generation X'ers indicated that they rarely use e–mail as network medium. It was found that White Baby Boomers make use of one–on–one face–to–face methods more often when networking than Black Generation X'ers and White Generation X'ers. The largest number of differences was between Black Generation X'ers and White Baby Boomers. The respondents all indicated that they incline to value good relationships at work highly, that they agree that informal work environments are conducive to more effective networking practices, that they frequently have good influences on their families and that they network more during spare time than at work. The results also indicated that the mediums that are used most often when networking include the cell phone and one–on–one face–to–face methods. Respondents tended to rate sharing experiences and exchanging work ideas as very important aims for networking. By dividing diverse workforces into smaller, more manageable units or homogeneous groups, diversity management can be simplified. This is an ability for which managers can be trained and which should be applied correctly within a business environment. In view of the results, it is recommended that managers of diverse workforces should identify different generations and cultures as a way to manage them more effectively. Furthermore, managers should ensure that work environments that are conducive to good relationship building and informality need to be created. Additionally, conflict between Black Generation X'ers and White Baby Boomers should be handled cautiously with a view to ensure that effective solutions are achieved to such conflicts. Preferences with regard to network mediums should be noted, as such awareness may lead to more effective networking / communication within businesses. Management's approach to meetings needs to be reviewed for each group, because differences exist in terms of preferences in this regard. A working environment conducive to exchanging ideas and experiences should be created. Lastly, as all groups value good relationships at work, a climate that encourages openness and conflict resolution should be created. / Thesis (M.Com. (Business Management))--North-West University, Potchefstroom Campus, 2012.

I compared understorey communities under Alnus viridis ssp. crispa (Ait.) Pursh (green alder) and Corylus cornuta Marsh. (beaked hazel) in two boreal jack pine forests. There was no difference in inorganic soil nitrogen, but alder plots had lower species richness at Star Lake and higher evenness in the Sandilands. I incubated chopsticks and litterbags containing natural litter assemblages underneath A. crispa and C. cornuta in the field, and litterbags containing artificial litter mixes in a dark growth chamber. There was no significant difference between treatments for litterbags or chopsticks in the field, nor between mixes with or without alder in the growth chamber.

Business management is characterised by fast and ever–expanding development. Culture and generation play an increasingly important role in the management of businesses worldwide. Although studies have been conducted on the subjects of culture and generation, little attention has been paid to culture and generation as a combination of diversity characteristics. As more managers are realising the challenges that arise when managing diverse work environments, the modern manager must question old assumptions about how diverse people work together. In this modern age, it is important to understand diversity issues on all levels of management. Networks are based on people's backgrounds, and understanding the link between networking and diversity is becoming increasingly important. In a culturally complex country such as South Africa, experiencing the impact of diversity on a daily basis can be anticipated. Culture and generation are two terms that encompass all dimensions of diversity. This study investigates the different networking practices found among diverse cultural and generational groups at a Gauteng mine. The generational classification used in this study is based on the fact that generations differ from country to country; therefore, the classification used in this study is relevant to South African generations. Seven hypotheses were formulated pertaining to differences among cultural and generational groups with regard to networking practices. Furthermore, four cultural–generational groups were identified, namely Black Generation X'ers, Black Baby Boomers, White Generation X'ers and White Baby Boomers. Data was collected from Kusasalethu mine employees. The original sample frame comprised 3630 employees from which a sample was chosen that complied with the criteria for culture, age / generation and education. A total of 1046 employees remained from which the sample elements were chosen by making use of probability, systematic proportionate stratified sampling. Self–completion questionnaires were used for collecting the data. A total of 289 questionnaires were completed which constituted a 100% response rate. The questionnaire used was intended to obtain feedback from respondents regarding their cultural and generational diversity, as well as preferences pertaining to their networking practices. The results from the survey were used to determine the differences between diverse cultures and generations with regards to networking practices. The findings, supported by the rejection of the first null–hypothesis, indicated that there are indeed a number of salient differences between Black Generation X'ers, Black Baby Boomers, White Generation X'ers and White Baby Boomers. Specifically, the results indicated that White Baby Boomers incline to rarely use the medium of SMS when networking while this group also makes use of telephones when networking more often than Black Generation X'ers. Furthermore, Black Baby Boomers more frequently use e–mails when networking while Black Generation X'ers indicated that they rarely use e–mail as network medium. It was found that White Baby Boomers make use of one–on–one face–to–face methods more often when networking than Black Generation X'ers and White Generation X'ers. The largest number of differences was between Black Generation X'ers and White Baby Boomers. The respondents all indicated that they incline to value good relationships at work highly, that they agree that informal work environments are conducive to more effective networking practices, that they frequently have good influences on their families and that they network more during spare time than at work. The results also indicated that the mediums that are used most often when networking include the cell phone and one–on–one face–to–face methods. Respondents tended to rate sharing experiences and exchanging work ideas as very important aims for networking. By dividing diverse workforces into smaller, more manageable units or homogeneous groups, diversity management can be simplified. This is an ability for which managers can be trained and which should be applied correctly within a business environment. In view of the results, it is recommended that managers of diverse workforces should identify different generations and cultures as a way to manage them more effectively. Furthermore, managers should ensure that work environments that are conducive to good relationship building and informality need to be created. Additionally, conflict between Black Generation X'ers and White Baby Boomers should be handled cautiously with a view to ensure that effective solutions are achieved to such conflicts. Preferences with regard to network mediums should be noted, as such awareness may lead to more effective networking / communication within businesses. Management's approach to meetings needs to be reviewed for each group, because differences exist in terms of preferences in this regard. A working environment conducive to exchanging ideas and experiences should be created. Lastly, as all groups value good relationships at work, a climate that encourages openness and conflict resolution should be created. / Thesis (M.Com. (Business Management))--North-West University, Potchefstroom Campus, 2012.