Thesis (D. Min.)--Covenant Theological Seminary, 1998. / Abstract. Typescript (photocopy) Bibliography: leaves 280-287.

published_or_final_version / Surveying / Master / Master of Science

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The 25th of May 1963 marked the establishment of the Organisation of African Unity. This dissertation is an assessment of the conflict management role of the O.A.U. Chapter One proves the background to this study. It traces the history of Pan-Africanism between 1958-1963 and sets out the reasons why the O.A.U. emerged in the way it did. Chapter Two describes in detail the Addis Ababa Summit Conference of May 1963 which produced the O.A.U. Charter. In this chapter the characteristic features of the organisations charter and conflict management machinery are also analysed; thus providing an early insight as to how the O.A.U. operates. Chapter Three provides the first case study. It examines the role of the O.A.U. during the Nigerian Civil War (1967-1970) highlighting the limitations of the organisation, and the political impact of O.A.U. support for maintaining Nigerian unity and territorial integrity. Chapter Four assesses the conflict management role of the O.A.U. during the Angola crisis (1974-1976). The variety of problems encountered by the organisation following large-scale foreign intervention which led to its failure are also high-lighted. Chapter Five constitutes the final case study. It is devoted to the O.A.U.'s role during the Tanzania/Uganda War (1978-1979). Though devoid of extra-African intervention, the O.A.U. failed to resolve the conflict within the context of African Unity. The conclusion of this dissertation is that Pan-Africanism in 1963 did not transcend the political/ideological, socio-cultural and religious differences that have produced fissures in African unity. Equally significant is member state commitment to their sovereign rights and independence. The logical consequences of the above is the absence in the O.A.U. Charter of any provision by which the individual policies of the member states can be judged in line with the letter and spirit of the O.A.U. Charter. Both factors have had a direct impact on the O.A.U.'s effectiveness at resolving conflicts as the case studies demonstrates. A much closer collaboration by member states in the political, economic and socio-cultural spheres would be needed if the organisation is to play a more effective and significant role in African conflict management. Finally, any changes or modifications aimed at strengthening the O.A.U. cannot avoid the lessening of state sovereignty in deference to the organisation.

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Many questionnaires used in the measurement of conflict are expensive and difficult to obtain. In addition, instruments of this kind are usually associated with diagnosis rather than intervention and education. The present thesis evaluates the recently developed questionnaire that is easily accessible through the Internet, the Conflict Resolution Questionnaire (CRQ). The CRQ was developed as a measure of the conflict resolution ideas presented by Weeks (1994), and Fisher and Ury (1991). It has been used to measure a person's ability to create mutually beneficial resolutions to conflict for all participants. In addition, the CRQ items measure respondents' perceptions regarding how often they engage in certain conflict-related behaviours, and their level of awareness regarding conflict issues. The CRQ is also designed to promote understanding of conflict, and has been used as an educational tool. Participants were asked to fill in the CRQ alongside an established questionnaire, the Rahim Organisational Conflict Inventory, part two (ROCI-II) (Rahim, 1983a). The responses of 338 participants to the CRQ and ROCI-II were statistically analysed. Hypotheses were tested regarding the CRQ's reliability and validity. CRQ reliability was statistically appraised through exploration of internal consistency and split-half reliability scores. CRQ validity was examined by evaluating the CRQ in terms of content, construct and concurrent validity. Establishing content validity was a qualitative process. Corroborating construct validity essentially relied on factor analysis procedures. Decisions regarding CRQ's concurrent validity were based upon correlation measures between the CRQ and the ROCI-II, which was used as an established standard measure of conflict. The results confirmed that two of the McClellan's (1997c) factors were reliable and that the CRQ had content validity. There was marginal support of construct validity, whereby from the factor rotation it was shown that two of the CRQ factors were matched by their derived counterparts. In addition, the results showed modest support for concurrent validity based on the comparisons of three CRQ factors against two factors from a well-established questionnaire. These findings also lend support for the methods of conflict resolution presented in the works of Weeks (1994) and Fisher and Ury (1991).A modified version of the CRQ is presented, the 'CRQ-II'. A posthoc analysis suggests that the CRQ-II can satisfy psychometric requirements, although further research is recommended to confirm the CRQ-II. Practice implications regarding the development of the CRQ-II are discussed, and future research considerations are explored.

Thesis (Ph. D.)--University of Texas at Austin, 2004. / Vita. Includes bibliographical references.

Thesis (Th. M.)--Dallas Theological Seminary, 2006. / Includes bibliographical references (leaves [55]-60).

Thesis (Ph.D.)--University of Missouri-Columbia, 2006. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (February 28, 2007) Vita. Includes bibliographical references.

Abstract Taiwan's financial sector was earlier divided clearly into three sections, namely, banking, securities and insurance, each of which has its own targeted customers without conflict among themselves. Nowadays, however, the financial market has reached certain maturity over years of constant development as dazzling variety of financial products are highly correlated and closely intertwined. Corporate structure based on product classification has long been unable to effectively enhance the operational efficiency of enterprises, out of which financial reform emerges. Financiers, whether their main business involves banking, securities or insurance, are looking to expanding their territory by integrating resources, which evolves into the current financial holding pattern. Hand in hand with financial holding system comes significant change in corporate culture, the impact of which is not inconsiderable for securities. For instance, what traditional securities traders sell is mostly stocks, and for investors great importance is attached to professional analyses and business development interactions. In addition to daily challenges from strong performance pressure, securities traders also have to deal with pressure from investors' potential investment losses. So besides luring bonus incentives they must have devotion and passion for their profession. But within the financial holding system, the focus is comprehensive wealth management, customer resource sharing and joint product marketing; what matters is the overall outcome of financial holding; the goal is not only to make customer satisfied, but more importantly is to improve customer loyalty, because after all it is loyal investors that are the source and guarantee of company's long-term profitability. Constant purchase of the company's products or services is the key to building long-term relationship between the company and investors. However, for securities salespersons, growing diversification of products means more time to learn about unfamiliar products (time-consuming). In the competitive environment, improved service quality does not necessarily equal income increase; on the contrary undercutting is anything but new (small profit margins). And in order to enhance the efficiency of financial holding the establishment of departments such as IT, human resources, performance analysis, is essential, which inevitably will increase operating costs with cut-down on performance-based bonus as well as welfare (low reward). It is thus suggested that the slogan of all-round salesperson is more boastful than practical for primary salespersons on the front line. But how should branch managers how to deal with decline in operation performance caused by salespersons' negative emotions and passive resistance? How can they strike a balance between company operation and requirements for salespersons? How do they find effective management methods to motivate their employees?