Jill Rees: Welcome Press

The buzzword in the UK is that 2008 is the year for Africa. Nigeria is thought to be the prime mover on this and the recent visit by President Yar’Adua to the USA impressed leaders in the northern countries. The steps President Yar’Adua is taking to stem corruption and stabilize the economy in the Delta States have particularly impressed everyone, as they realize he is serious. The President also had to tread a delicate path in his words to George Bush, as Dick Cheney, former CEO of the indicted oil investment company, is implicated in the recent corruption investigation. He seems to have managed it however, and he has been accorded a lot of respect and credibility as a result of his recent visit. It is the swell of public opinion in Nigeria verbalising the continuing concern about the lack of distribution of wealth, the increasing vigilance shown and the upswell of voices against injustice, the demand for opportunities among the less wealthy members of Nigerian society, which is beginning to resonate in the developed countries. While still considered to be a ‘fledgling democracy,’ Nigeria is also thought to have a promising economy with t he potential to be a major player in Africa, and therefore a significant global player in the 21^st Century.

However the lack of opportunities in education and the over-dependence on individual wealth as the sole means of social mobility within Nigerian society is still a serious obstacle to development of industries within Nigeria. Those with the greatest potential are often unable to find the best way to contribute to society.

In the modern world, production of marketable commodities and services becomes increasingly complex, involving as it does the formation and application of streamlined systems, and ongoing training for the workforce as technology changes so rapidly. Everyone needs to have the capacity to complete increasingly advanced tasks, and groups within companies take increasing levels of responsibility for their own sectors. Feedback from specialist teams is an essential function of modern management, which requires the democratisation of the workforce.

To achieve this, a high level of education is needed among all workers. They need to have a sound basis in literacy and numeracy, general cultural knowledge and awareness, communication skills and Information Technology. In the UK in particular, professional development and the learning of new skills continues throughout one’s working life. As the working life extends, with greater longevity, to last from the end of formal education at 18-21, until one’s 60s and 70s, this capacity and culture of ‘lifelong learning’ becomes increasingly important.

Employment protection ensures that workers can analyse their particular task areas and feedback or express concerns to management. It has to be said that this is largely ‘pending’ in the UK as everywhere, and the concept that people’s opinions and knowledge are all of equal relevance seems to pose a particularly difficult problem for society, despite being enshrined in the United Nations Charter for Human Rights, the American Constitution, European Law and elsewhere. It is a basic tenet of democracy however, and an essential component of global industry and communication in the 21^st century. The former director general of CBI and current advisor to the British government, Sir Digby Jones, expresses it thus:

“The impact of the wider adoption of new smarter working practices will be profound, as some businesses have already discovered. Not only will there be improvements in productivity and competitiveness but also in the well being of staff which in turn impacts positively upon employee relations. This is not about working harder but more cleverly.

“A successful economy is one that is prosperous and dynamic. One that moves and changes as the market moves and changes, one which makes efficient use of the resources it has at its disposal, without endangering the environment. It’s about applying knowledge, not just hours.”

Companies which have adopted these more humanitarian and egalitarian philosophies in their workforce have very positive things to say about it. For example, the blue sky company Microsoft reports that:

‘Flexible working is embedded in the culture at Microsoft UK. In a company whose products are all about mobility, sharing and collaboration, it seems appropriate the working practices and culture operate on the same principles.’ (Smartnumbers July 2005)

The third area of the modern working world lies with management skills. New-style management should genuinely take into account the feedback from the specialist workers. Managers need to mould what they learn from the grass roots into a more highly functional operation. This is bound to include staff development at all levels, staff health and safety, well-being and happiness. As well as being desirable ends in themselves, a happy and relaxed workforce is shown time and time again to improve productivity.

Some of the companies in Abuja have already grasped these ideas, and some of the managers who are aware and capable, often young men and women, need to be given full rein to develop their own modern competencies and techniques. The popular complaint that well educated and trained, enthusiastic young Abujans are employed on promises that they can take on responsibility and develop the company, only to be left in a menial desk job, needs to end. Finally, it is said that the effectiveness of a company can be seen in how it treats its female workers, in particular in the progression to company management, since female managers often have particularly well-developed people skills. There is no developed country in which in which women’s rights in education and the workforce are not respected and enshrined in law. With its strong well-educated and ambitious women, Nigeria can be a leader in this area.

Africa, having been a mystery to the rest of the world in the stagnancy of economies here compared to Asian and South American growth, seems at present to be just beginning to take serious steps to prevent corruption seeping away money that should be invested in the nation, and to finance education and training. The element of organisation and unity which the Asian Tiger has used to find wealth for its people, and standing in the world, has been lacking in the Dark Continent. At last, things seem to be on the verge of change.

© Jill Rees

09 January 2008

1046 words

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