INTRODUCTION
Projects are the cutting edge of development. Perhaps the most difficult single problem confronting managers of development programmes in most developing countries (LDCs). This is mainly because of poor project choice and preparation. Beside aspects of development planning, project choice and preparation involve identifying development objectives, selecting investment priority areas, designing effective price policies and mobilising resources. Unless projects are carefully chosen and prepared in substantial detail, inefficient or even wasteful expenditure is almost sure to result-a tragic loss in nations in short of capital. This entails that careful project choice and preparation in advance of expenditure is cardinal in ensuring efficient economic use of capital funds and increase chances of implementation on schedule.
Projects provide an important means by which investment foreseen in planning can be clarified and realised. This is virtually done in line with systematically elaborated national plans to hasten economic growth and attain social objectives pursued by a particular country in a hurry to develop. This entails that sound development planning require good projects, just as good projects require sound planning. Sound planning rests on the availability of a wide range of information about existing and potential investments and their likely effects on growth and other national objectives that are meant to improve society’s welfare. It is the project analysis that provides this information, and those projects selected for implementation then become the vehicle for using resources to create new income.
Realistic project choice and planning involves knowing the capital investment to be spent on development activities each year and resources (human and natural) required for particular investments. Well chosen and analysed projects often become the channel for obtaining outside assistance when both the country and the external financing agency agree on a specific project activity and know the amount of resources involved in timing of loan disbursements, and the benefits likely to be realised by society. This can be determined by use of the social benefit-cost analysis. The social benefit-cost analysis is recommended by many economists because it fills gaps that result from projects selected on the basis of a positive net present value (NPV) that might not have effective impacts on the lives of the people. It also seeks to incorporate the importance of the principle of income distribution in project selection, since some projects can have a positive NPV without real meaning to the majority people.
The core of this essay therefore lays against the backdrop of the social benefit-cost analysis and the criteria mostly used in project selection. The essay sets to use practical examples in critically analysing the assertion that “in appraising projects, it is quite common nowadays to reject commercial profitability as a basis of planned project choice, but this causes a gap that social benefit-cost analysis has to fill and that the objective of social choice is to maximise social gains including the selection of public projects.”
DEFINING OF KEY CONCEPTS
According to Weiner (1964: 861), “a project is a unique set of coordinated activities with a definite start and finishing point undertaken by an individual or organisation to meet specific objectives within defined schedules, costs and performance parameters.” Social benefit-cost analysis is a process of identifying, measuring and comparing the social benefits and costs of an investment project or programmes, (Campbell, 2003: 12). Although projects may be public-undertaken by the public sector or private, they have to be appraised to determine whether they represent an efficient use of resources. Meanwhile, project appraisal refers to the assessment or study of the feasibility of project proposals in terms of total economic costs and total economic benefits before resources are committed into the project, (Hansen, 1986: 92). Furthermore, Lipalile (2003: 10) states that development means improvement in a country’s economic and social conditions; with emphasis on the improvements in ways of managing an area’s natural and human resources in order to create wealth and improve people’s lives. Gittinger (1984: 35) defines a cost as anything that reduces an objective, and a benefit as anything that contributes to an objective.
ANALYTICAL FRAME WORK
The allocation of resources among competing, but critical areas of the economy is one of the issues challenging all global economies. However, the matter is more serious in LDCs due to the scarcity of resources in these countries compared to the developed world. This means people in developing countries are poorer than those in developed countries and cannot even meet their daily basic needs. These economies mostly depend on donor assistance for sustenance as their economic bases cannot generate enough revenue to meet the numerous challenges they face. Therefore, careful use of resources in competing needs is important. Some of the techniques several scholars have proposed in project appraisal are the use of the social benefit-cost analysis and investment criteria in resource allocation or the input analysis as sustainable techniques. But some scholars argue that the use of the market mechanism is a very important way of allocating resources using the price mechanism. The method uses market forces of demand and supply and the capacity of consumers to pay-off for the products on demand or supply. They further argue that the state can only come in to correct market imperfections when need arises to ensure the consumer gets the best price.
However, from the social view point, the best mechanism to use in the allocation of resources in public projects is the social benefit-cost analysis. This is because this technique looks at how the chosen project is likely to contribute significantly to the development of the total economy and how justifiable the use of scarce resources will be in that particular project. The view takes into account the contribution of the project to the economy as a whole not only to the particular investor’s interests. Some commercial projects are rejected when the maximisation of net income for the investor supersedes the costs of the project to society. According to Hassaballa (1987: 17), “both private and public projects must be appraised from the social benefit-cost analysis point of view to ascertain their likely contributions to society because even the use of resources from the private view point involve costs and benefits to a wider range of individuals than the private owner.” For example, a private project may pay taxes, provide employment for the otherwise unemployed and generate pollution. These are effects of social benefits and costs. It is on this basis that the social benefit-cost analysis is preferred in appraising both public and private projects to weigh project costs over its contributions to society’s welfare. The benefits (or costs) could be directly or indirectly like provision of road networks into areas that are non-proximity to the project area or pollution of water sources even in areas far away from the project area.
The Kafue Steel Plant was for example rejected by the Environment Council of Zambia on the basis that the Environmental (or Social) Impact Assessment for the project showed that its costs on society would be more than benefits. (However, the project was later approved based on short term political demands). According to Sadler at el (2000: 08), “the social impact assessment focuses on the social and cultural effects of development initiatives and decisions and their consequences on human populations, communities and individuals.” The assessment primarily aims at minimising the adverse effects that some projects may have on natural resources, the ecosystem and human beings. Such assessments are part of a broad based planning approach in project choice to ensure that development opportunities and options are adjusted to environmental potentials and capacities.
Campbell (2003: 10) claims that public projects should be thought in terms of the provision of physical capital in the form of infrastructure such as bridges, highways and dams. There are however other less obvious types of physical projects that augment environmental capital stocks and involves activities such as land reclamation, pollution control, fishery management, investment in forms of human capital like health, education and skills and social capital through drug-use and crime prevention and reduction of unemployment, (ibid). This shows that there are few, if any, activities of government that are not amenable to appraisal and evaluation by means of social benefit-cost analysis. Additionally, most scholars argue that economic efficiency measured as the difference between benefits and costs ought to be one of the fundamental criteria for evaluating proposal projects because society often has limited resources to carry all competing projects. In this regard, the social benefit-cost analysis can help illuminate the trade-offs involved in project choice in different types of social investments. That is, the mechanism is a project choice barometer on how scarce resources can be put to the greatest social good, (Arrow at el, 1997: 322). This means balancing of benefits and costs of the project to society can help to promote more efficient and effective project choice.
This entails that project analysts should consider the social patterns and practices of the clientele a project will serve. They should carefully examine the broader social implications of proposed investment by including its weights for income distribution in the analytical framework to ensure that the project benefits favour lower-income groups, (Gittinger 1984: 16). Ascertaining the impact of these benefits on society is not easy, hence public project choice is somewhat challenging than private projects. For a private commercial entrepreneur, project choice is determined by how best the project satisfies the project owner’s objectives. Such commercial projects have often been rejected by national planners (whose evaluation is beyond positive NPV) by looking at the big picture of society’s welfare in project choice.
National planners look at alternative projects that best satisfy the interests and objectives of the nation. This kind of planning is complex not only because defining national interests is problematic, but also because identifying these interests by different planners could be different. Furthermore, if different planners pursue different national objectives using different mechanism in project selection, the result may be unsatisfactory and conceivably disastrous. Therefore, the main reason of doing social benefit-cost analysis in project choice is to subject the process to a consistent set of general objectives of national policy. Thus, the choice of one project rather than the other must be viewed in the context of the total national impact, and that total impact should be evaluated in terms of a consistent and appropriate set of objectives.
For example, there was agitation to the sale of Zambia Consolidated Copper Mines (ZCCM) when the privatisation project took root in Zambia because the mining sector was the anchor of the country’s economy. Different national planners proposed particular views on how it was to be pursued. This was because ZCCM was a sensitive and critical enterprise in the country’s economy, and if the state surrendered such economic power to investors, the entire economy would crumble if the investors for example decided to shut down the mines because the realisable returns on the investment is lower than expected, (Matale, 1996: 03). Taking the social benefit-cost analysis as a yardstick, in line with government long-term objectives of bringing economic efficiency, extricating government’s involvement in running industries, and focus scarce resources on education, infrastructure, and other social welfares, the project was implemented. This enhanced the meeting of long-term government objectives of promoting growth of the private sector by leveling the playing field for better competition on the market. Additionally, it meant broadening share ownership so that the public has mechanisms for saving money and participating in the economies of the country. This was meant to broaden the country’s revenue base.
The broader national parameters planners used in opting to privatise ZCCM against the other view of keeping it under state control was based on long-term benefits of the project which were more than the costs it could bring to society. The project created confidence in the country’s policies that new investors injected their capital in different sectors of the economy. Foreign investors confidently invested their money in the country because a favourable environment for more investment was created. For example, following the pull-out of Anglo America Corporation from the running of ZCCM and its consequential privatisation, government identified Vedanta Resources Plc of India as the Strategic Equity Partner in Konkola Copper Mines Plc (KCM). And KCM embarked on key projects that have increased the life span of its mining activities to more than 30 years after the privatisation of ZCCM. The main projects KCM is developing are the Konkola Deep Mining Project (KDMP), the construction of the ultra modern Nchanga Smelter, Konkola Concentrator and the green field project, which is a new open pit mine called Fitwaola, (Ndumingu 2008:03). These expansion projects involve an investment capital of over US$1 billion. Currently, KCM is rated as one of the major contributors to Zambia’s tax base with an estimated tax of US$75-80 million per annum, (2007, Parliament Estimates).
Furthermore, Gittinger (1984: 37) states that the social benefit-cost analysis is cardinal in appraising any type of a project to ensure that the project builds-upon society’s objectives of increasing income generation and distribution to other areas of the economy. That is, the whole society mainly aims at broadening the national income base, which should be carefully distributed to increase the number of productive job opportunities. This means more jobs could be created in other beneficiary areas from the revenue generated by viable sectors. As a result the number of the unemployed would fall, hence reducing dependency in the country. The proportion of savings would thus increase, and there will be more to invest as households are able to save when dependency reduces. In addition, economic growth would be faster and there would be more income in future.
The other concerns of society to consider in project choice would be addressing broader issues than narrow economic considerations such as increasing regional integration, upgrading the general levels of education, improving rural health systems or safeguarding national food security, (ibid). Any of these objectives may lead to the choice of the project that would contribute more to national income. For example, to ensure food security in the country during the Structural Adjustment Programme phase, government engaged the Food Reserve Agency (FRA) in the supply of inputs (fertilizer and seeds) and credits to small-scale farmers through primary cooperatives and associations, (Nyanga 2006: 49). The project enable farmers to access inputs as most of them could not afford to buy at the market price since they were concentrated in rural areas where incidences of poverty were as high as 74%, (ibid). The government objective was to ensure food security in the country, tallying with millennium development goals’ overview of enhancing household capacity of accessing food in order to reduce malnutrition levels and other health issues.
Additionally, in recognition of high poverty levels in the country, government established the Fertilizer Support Programme and the Food Security Pack under the Poverty Reduction Strategy Programmes (PRSP) as some of the five programmes meant to increase food production and enhance food security among small scale farmers in line with the PRSP, (PRSP 2002/04). The programmes were meant to service small scale farmers so that they improve farm productivity levels, enhance food security and ultimately reduce poverty. Although no evaluation was done to ascertain the project’s effectiveness, there was an increase in food production in the country during the 2002/04 farming seasons to 1, 424, 439 metric tonnes, (Post 2007: 11). This helped in minimise food prices in the country.
This entails that for a project to be meaningful, the social evaluation should be generally tied to factors of financial and economic appraisals. That is, a project cannot be expected to assist consumers in an area unless it improves the supply of a good or service at the price lower than the earlier one the product was offered. Since impacts of the project can be positive or negative, the affected people should be somehow compensated. For example, after the opening of Albidon Munali Nickel Mine in Mazabuka District, communities that were within the mining area were relocated to new areas where they were provided with farming inputs for five years and new housing units were built for them by the company (Radio Phoenix, 06:45 News 8th July 2008). Those that did not benefit directly got jobs at the mine in various sections of its operations. The company is also estimated to be contributing more than US$76 million to the government treasury when it starts full operation, (Post 2008: 12).
Negative social impacts of projects were also heavily felt during the privatisation project. According to Kaitisha (2008: 15), “… the pace at which the privatisation process was implemented was so quick that new firms had to hire labour…and this had repercussions of souring unemployment and destitution forcing government to form the Zambia Privatisation Trust Fund to facilitate share buying.” Additionally, through the establishment of Employee Share Ownership Plans by companies like Bonnita, Chilanga cement, Zambia Sugar and others that sold shares to management and employee buy-out teams, Zambian workers became shareholders in a number of profitable and growing privatised enterprises, (ibid). Furthermore, Lusaka Stock Exchange (LuSE) created a platform tailored to the needs of smaller growth companies and shareholders called LuSE Alternative Investment Market to encourage local and foreign investment in shares. This initiative was meant to increase the availability of loanable funds to other business ventures in the country, which would reciprocate into more job opportunities.
An expansion on the level of employment or a reduction in unemployment is one of the most important measures of project choice. This is because employment impacts on two measures of project selection; consumption and income distribution. Since unemployment makes it difficult for people to have an income (thereby contributing nothing to income distribution and consumption), employment represents the most important measure of project benefits and selection. Income distribution comes in the equation when people have jobs from which they earn income, because they contribute to the national treasury through tax either directly or indirectly. This could be through pay-as-you-earn (PAYE) or value added tax (VAT) when they pay for goods or services they purchase or use. People also consume more when they earn an income and that raises their standard of living. The raise in the standard of living is equally a fundamental goal of national planning and this naturally includes project selection. The key way of measuring the standard of living is determining the level of aggregate consumption per head. When the aggregate level of consumption goes up, it shows that people are living better; and this determines whether the project is beneficial to society.
An increase in fuel prices is for example likely to reduce the consumption level of the commodity in the country. Consequently, the distribution of income will be poor as the purchasing power of the commodity by the majority will be eroded; hence their contribution to the national revenue through VAT reduces. The state also loses revenue realisable from road levy as few vehicles will be on the road. Therefore, since prices are influenced by demand and demand by income distribution, employment is cardinal in project selection. For example, in its broad strategic plans to enable the transport sector attain the overarching goal of improving fuel supply in the country; Zambia (in conjunction with the Tanzanian government) sought for funds to construct Tanzania-Zambia oil pipeline (TAZAMA) from Dar-es-salaam to Indeni Refinery in Ndola, (Babati 2007: 03). The project meant to improve the flow of crude oil in the country, which could consequently maintain fuel prices at manageable levels by the majority. This was in realisation that cost-effective fuel prices impact greatly on the standard of living of the majority in the country. That is, the consumption levels of goods and services reduce as suppliers have a tendency of passing the costs they incur to the consumer. The Zambian economy currently depends on TAZAMA for imports of crude oil for domestic use and export to neighbouring countries.
The TAZAMA project, which gave birth to Indeni oil refinery, has many economic impacts on the immediate vicinity of the project. The project provided employment to different types of workforces that were/are engaged in the construction and maintenance of the facilities of the project. In addition, Indeni refinery has some spiral effects on other industries that supply inputs to it and those that depend on its outputs for their production. For example, Zambia Electricity Corporation (zesco) supplies power to the plant, while Unilever use Indeni’s by-products in its production of Vaseline and other products. According to Graciela (1996: 124), “inter-sectoral costs and benefits that may arise from the proposed project should be considered and then ascertained in terms of how market prices of goods and services and factors of production would be adjusted in response to the project’s economic value to society at large.”
In the final analysis, project choice can be based on its contributions to the increase in physical production, which could be the most common benefit of society. For instance, an irrigation project that permits better water control so that farmers can obtain higher yields to improve food security would be selected. And a credit project can make inputs available for farmers to increase their production. According to www.sp.org, “…using the 2006-2010 Fifth National Development Plan, government has introduced the Agriculture Support Programme to support increased food security and income by promoting ‘Farming as a Business’ concept in Central, Eastern, Northern and Southern provinces through a process of facilitation, infrastructure improvement, capacity building and other support mechanisms relevant to the sector.” The selection of the project was also meant to increase home-consumption of agricultural products, which expands the project’s net benefit to the nation.
In some instances, project benefits could be in form of an improvement in the quality of the product. For example, the analysis of the Cattle Restocking Exercise, which was to extend loans to producers of exogenous cattle and supplied the Ministry of Cooperatives and Agriculture, was meant to increase cattle production for the benefit of local farmers within the vicinity of the restocking project, (FNDP 2006: 105). The project also meant to improve the supply of animal produce like milk and beef after the animal population has grown, which could consequently lead to a reduction in prices of these products. According to Gittinger (1984: 47), “price effects on the local markets are cardinal in project selection because when prices decrease because of the project; this is a gain to consumer surplus and has to be considered as a value of the project to society.” In this vein, the selection of the cattle restocking exercise took into account the benefits it would have on the welfare of society when weighed against costs.
A project can be chosen as profitable to society when the social benefits exceed its social costs, rather than its NPV being positive, Thirwall (2006: 316). For example, the displacement of local family households in the Lumwana Mine project was weighed against the benefits to be realised from the project in the country. According to Radio Phoenix (June 17th 2008: Face the Media), “the Lumwana Mine project will lead to a production of more than 3000 metric tonnes of copper per day and will create between 4,100-6,200 new jobs in North-Western province.” The project is also estimated to inject more than US$60 million per year into the nation treasury, (ibid). The project further resulted into the construction of new houses, guest houses and other auxiliary services like banking and communication services in order to enhance quick productivity in the area. Other benefits the project spurred are the creation of new job opportunities in businesses outside the project, better health care (to reduce infant mortality as a result of more rural clinics to cater for the company workforce), better nutrition, reduced incidence of waterborne diseases as a result of improved water supplies, national integration, or even national defense. Such benefits are real and reflect true values of the project.
CONCLUSION
Since the allocation of resources among crucial competing areas of the economy seriously challenges all global economies; projects provide an important means by which investment can be clarified and its benefits realised. This is virtually done in line with elaborated national plans meant to hasten economic growth and further various social objectives of the nation. The achievement of these national objectives can be hastened by project choice vis-à-vis social benefits and costs rather than a mere positive NPV. This means the selection of projects involves ascertaining the project that satisfies best interests of the public and national objectives. Virtually, the objectives of social choice are to maximise social gains. Therefore, project choice should take into account the effective project contributions to the whole society and whether those contributions justify the investment of scarce resources into that project. The selected project should be supportive by the public and should tally with the national economic policy. Thus, the social benefit-cost analysis is cardinal in project selection on the basis of net gains that translate to the whole society rather a positive NPV that has no real impact on people’s lives. Therefore, the investment chosen should stimulate productivity to satisfy the market demand, thus creating new employment opportunities to match the level of production. This will in turn increase consumption levels that can spur re-investment, hence improving income distribution in the country as the newly employed will buy more thus contributing to national treasury.
BIBLIOGRAPHY
Arrow K.J. at el 1997, Environmental and Development Economics: Is there a role for Benefit-Cost Analysis in Environmental Health and Safety Regulation? Cambridge: Cambridge University Press.
Babati S. 2007, Economic Report of TAZAMA Oil Pipeline: Project Upgrading. Dodoma: African Development Fund.
Campbell H. 2003, Benefit-Cost Analysis: Financial and Economic Appraisal using Spread Sheet. Cambridge: Cambridge University Press.
Gittinger J. P. 1984, Economic Analysis of Agricultural Projects. Washington: World Bank.
Hansen J.R/UNIDO 1986, Guide to Practical Project Appraisal: Social Benefit-Cost Analysis in Developing Countries. IDI/SER H/31-Viena.
Hassabala H. O. 1987, Kenana Projects in the Context of Settlement Schemes in the Sudan. Khartoum: Economic and Social Research Bulletin 137.
Matale J. at el 1999, An Investigation of Linkages between the Zambian Economy and the Privatisation of the Mining Industry. Lusaka: Report Represented to Afronet.
Ministry of Finance and National Planning 2006, Fifth National Development Plan. Lusaka: MoFNP.
Ndumingu N. 2008, From Paper to People, Post Privatisation of ZCCM: The Case of KCM Expansion Projects. Lusaka: ZDA Vol 2. No.3.
Nyanga P. 2006, Impact of Agricultural Policy Changes on Household Food Security among Small-Scale Farmers in Southern Zambia. Oslo: Norwegian University of Life Sciences.
Radio Phoenix 2008, 18: 00 Hours News. Lusaka.
Sadler B. at el 2000, Environmental and Social Impact Assessment for Large Dams. Cape Town: World Commission on Dams.
Thirwall A.P. 2006, Growth and Development: With Special Reference to Developing Economies. New York: Palgrave, McMillan.
Weiner S.C. 1964, The Long Man Encyclopedia (2nd Ed.). Oxford: Oxford University Press.
Wednesday, July 23, 2008
KISSING IN PUBLIC AMONG YOUTHS
By Kapembwa Chungu
HAVE YOU ever gone to a shopping mall and found a couple kissing in full view of every one and not caring what people will say about them? What runs in your mind when you see such acts? Or have you ever imagined what other people think about such actions?
Well this kind of affection is known as Public Display of Affection (PDA). Wikipedia encyclopedia defines PDA as the physical demonstration of affection for another person while in the view of others.
PDA could be as simple as a mother hugging her son or two friends holding hands. And there is the heavy affection which involves kissing and hugging intimately which people express different views on.
Agnes Sichone a 41 year old Lusaka resident said kissing in public gives her heart aches.
Ms. Sichone said it was not right for people both married and unmarried to kiss or hug intimately in public places.
“It is not part of our African culture to kiss or hug intimately in public. These practices have been borrowed from the western countries, and are costing our conducts dearly” charged Sichone.
In the Western world, it is normal to see people holding hands or kissing in public places and during public events without raising eyebrows.
Ms. Sichone added that people who engaged in such activities came from families that did not uphold African customs or perhaps never appreciate their way of life.
And Gwen Phiri, a 20 year old lady said that showing affection should be done privately.
“Kissing in public is very disgusting, people who do this should put in mind that they are corrupting the minds of children. Intimate public display of affection should be banned like what has been done in other countries because it promotes immorality,” Ms Phiri concluded.
She said it was very disappointing that such acts were being practiced publicly by the new generation to the embarrassment of the elderly.
Ms. Phiri argued that there should be limitations in public display of affection as certain actions were for classified and should it should remain that way in order to maintain moral fibre.
She concluded that there was nothing wrong in holding hands and giving someone a friendly hug but extending to kissing in public was a problematic and should be stopped by the authority as it amounted to public nuisance.
And Nonde Namwinga, a 20 old lady said that intimate public display of affection was bad and that it should not be entertained.
In most Arabic countries, varying public displays are not allowed. In Saudi Arabia for instance, any form of public display of affection is not tolerated and in Pakistan it is common among young people but it is a taboo and it is almost never done in front of authorities, as it is a criminal offence.
The supreme court of India has defined public display of affection to be in bad taste and defines such behavior as unacceptable.
However, Elizabeth Chila, a 17 year old grade 12 pupil, said there was nothing wrong with public display of affection because people had the right to show others that there were in a relationship.
“People who condemn public display of affection should just get used to seeing it. They should realise that there is technology, we watch these things on television time have changed,” said Chila.
And a 24 year old woman, who only identified herself as Mary, said that she participates in public display of affection and finds nothing wrong with it. She feels that people ought to mind there own business.
“My fiancé and I kiss in public places and we do not find anything wrong with it,” disclosed Mary.
She wondered how people were going to know that she was the only woman in her fiancés life, if they did not show their love in public.
“If my boyfriend does not hug me and hold my hands in public, I will definitely suspect that he is seeing another woman,” said Mary.
Another resident, James, said that there was nothing wrong with public display of affection and that people should know that it takes place in churches as well.
“I once witnessed my pastor kissing the wife in church when he was preaching about marriage and there were children in church,” charged James.
He added that the African culture has been compromised because people kiss on their wedding day in front of so many people, there parents inclusive.
“There are flower girls and boys on wedding line ups, they get to watch the bride and groom kiss but no one complains about it, why is it an issue to others?” he questioned.
However, most people’s understanding regarding this topic depends on the way they were brought up and the people that surround them and their background.
HAVE YOU ever gone to a shopping mall and found a couple kissing in full view of every one and not caring what people will say about them? What runs in your mind when you see such acts? Or have you ever imagined what other people think about such actions?
Well this kind of affection is known as Public Display of Affection (PDA). Wikipedia encyclopedia defines PDA as the physical demonstration of affection for another person while in the view of others.
PDA could be as simple as a mother hugging her son or two friends holding hands. And there is the heavy affection which involves kissing and hugging intimately which people express different views on.
Agnes Sichone a 41 year old Lusaka resident said kissing in public gives her heart aches.
Ms. Sichone said it was not right for people both married and unmarried to kiss or hug intimately in public places.
“It is not part of our African culture to kiss or hug intimately in public. These practices have been borrowed from the western countries, and are costing our conducts dearly” charged Sichone.
In the Western world, it is normal to see people holding hands or kissing in public places and during public events without raising eyebrows.
Ms. Sichone added that people who engaged in such activities came from families that did not uphold African customs or perhaps never appreciate their way of life.
And Gwen Phiri, a 20 year old lady said that showing affection should be done privately.
“Kissing in public is very disgusting, people who do this should put in mind that they are corrupting the minds of children. Intimate public display of affection should be banned like what has been done in other countries because it promotes immorality,” Ms Phiri concluded.
She said it was very disappointing that such acts were being practiced publicly by the new generation to the embarrassment of the elderly.
Ms. Phiri argued that there should be limitations in public display of affection as certain actions were for classified and should it should remain that way in order to maintain moral fibre.
She concluded that there was nothing wrong in holding hands and giving someone a friendly hug but extending to kissing in public was a problematic and should be stopped by the authority as it amounted to public nuisance.
And Nonde Namwinga, a 20 old lady said that intimate public display of affection was bad and that it should not be entertained.
In most Arabic countries, varying public displays are not allowed. In Saudi Arabia for instance, any form of public display of affection is not tolerated and in Pakistan it is common among young people but it is a taboo and it is almost never done in front of authorities, as it is a criminal offence.
The supreme court of India has defined public display of affection to be in bad taste and defines such behavior as unacceptable.
However, Elizabeth Chila, a 17 year old grade 12 pupil, said there was nothing wrong with public display of affection because people had the right to show others that there were in a relationship.
“People who condemn public display of affection should just get used to seeing it. They should realise that there is technology, we watch these things on television time have changed,” said Chila.
And a 24 year old woman, who only identified herself as Mary, said that she participates in public display of affection and finds nothing wrong with it. She feels that people ought to mind there own business.
“My fiancé and I kiss in public places and we do not find anything wrong with it,” disclosed Mary.
She wondered how people were going to know that she was the only woman in her fiancés life, if they did not show their love in public.
“If my boyfriend does not hug me and hold my hands in public, I will definitely suspect that he is seeing another woman,” said Mary.
Another resident, James, said that there was nothing wrong with public display of affection and that people should know that it takes place in churches as well.
“I once witnessed my pastor kissing the wife in church when he was preaching about marriage and there were children in church,” charged James.
He added that the African culture has been compromised because people kiss on their wedding day in front of so many people, there parents inclusive.
“There are flower girls and boys on wedding line ups, they get to watch the bride and groom kiss but no one complains about it, why is it an issue to others?” he questioned.
However, most people’s understanding regarding this topic depends on the way they were brought up and the people that surround them and their background.
YOUTHS AND SLUMS
Its very dark in the night and one can hear shouts , laughter and screams of people all over the place, one would be led to thinking there is still a lot of time before midnight or is there?
It is exactly 2 hours after midnight and people are still patrolling the tiny paths along the neighbourhoods. Others sit around braziers while others pass along seemingly intoxicated and struggle to walk on as they stagger one step forward and the next backwards.
It is the life in the Bronx; others call it the shanty while others seem to think the word “ghetto" is more appropriate for such places where activities never cease.
The ghetto houses all kinds of people including the notorious of criminals who, in most incidences when caught thieving suffer very inhumane and gruesome deaths in the hands of furiously merciless residents.
Public lynches seem to be the only form of justice in the Bronx, people resort to beating to death suspected public menaces. And others are burnt using the infamous " ring of death".
While others attribute such practice to lack of police patrols in such areas and some claim its corrupt officers of the law that orchestrate robberies in ghettoes.
It is in the ghetto where suspected adulterous individuals when caught in sexual acts are paraded naked in the streets and sometimes are severely beat up .such scenes occur regularly in the ghetto. It is the life of the ghetto!
Recently, an embarrassing picture of two naked couples that was caught in the act in Lusaka´s Kalingalinga compound was circulating on the internet.
It depicted two seemingly old looking couple ,they were approximately in their late forties, the scene was a spectacle ,both suspected adulterous in their birthday suits and surrounded by a swam of people who looked evidently excited by the scene, it is the Bronx and that was entertainment!
In the ghetto, language is even very distinct from the normally spoken language, the type in the ghetto is extreme slang that one would think it’s a whole different language all together.
Isaac Njobvu a resident of John Laing compound explains that language changes dramatically as you go farther away from the town center and slang is a distinguishing feature of people.
"It changes, people in ghettos speak almost the same language, even the kids growing up in the same environment speak like their brothers”, he explains.
He further cites some vernacular terms in the famous ghetto slang as "zebigy","ni downi”, the former referring to a larger and respected person in the ghetto, while the latter implies its okay.
Other terms regularly used are "ah nachuma bakaamba naiposa wecana!(things are bad no deals my friend).When some hard core users of this slang are talking one would be led to thinking they are arguing over something when in actual sense it’s a mutual conversation.
Believe it or not the ghetto can as well be a very pleasant place to live in as Mrs Mbuya Tembo a resident of Chawama and a house keeper in Lusaka’s Kabwata residential area explains.
"nghati ulibe ndiyo kwatu timatandizhana ngako, olo mwana wako adwala onse apafupi pafupi atandhizana maningi",(ghetto dwellers assist each other even when neighbours are starving or a child in the hood is ill).
She explains in a language called Nyanja which she says is widely used in her neighborhood.
Mrs Tembo explains that generally, commodity prices in most of the ghettoes she has lived in are lower compared to prices in places like Kabwata where she works.
While one individual jokes that in the ghetto most people’s lives are completely oblivious of what goes on in town and others never even go to town for a long time.
They are just comfortable staying in the ghetto.
Whether the assistance by neighbours or the relatively low prices of food stuffs in the ghetto, lack of security is a blurring feature.
Benson a resident of Chibolya Compound narrates that in some Compounds the police never go there.
He gives an example of Chibolya compound where in some parts of it, youths, older people sale drugs and other illegal commodities un deterred by the law enforcers.
It is a common feature in the Bronx, people smoke marijuana in public, they drink "Kachasu" a local brew, without any one ever arresting whoever is responsible, it is life as usual in the bronx.
In the Bronx, life is hard, others resort to prostitution, which a source, who declined to be named described as rampant and cheap.
"Sex in the ghetto is very cheap, especially in places where there are a number of brothels where one can go and have intercourse for as little as five thousands kwacha, it is even very widespread”, he says.
In these infamous red light spots, Men just walk in rooms and help themselves with the women they find attractive.
The tales of the ghetto never cease to amaze, others are not comfortable in the ghetto while some just want to indulge themselves and are comfortable. It is life which ever way you live it!
It is exactly 2 hours after midnight and people are still patrolling the tiny paths along the neighbourhoods. Others sit around braziers while others pass along seemingly intoxicated and struggle to walk on as they stagger one step forward and the next backwards.
It is the life in the Bronx; others call it the shanty while others seem to think the word “ghetto" is more appropriate for such places where activities never cease.
The ghetto houses all kinds of people including the notorious of criminals who, in most incidences when caught thieving suffer very inhumane and gruesome deaths in the hands of furiously merciless residents.
Public lynches seem to be the only form of justice in the Bronx, people resort to beating to death suspected public menaces. And others are burnt using the infamous " ring of death".
While others attribute such practice to lack of police patrols in such areas and some claim its corrupt officers of the law that orchestrate robberies in ghettoes.
It is in the ghetto where suspected adulterous individuals when caught in sexual acts are paraded naked in the streets and sometimes are severely beat up .such scenes occur regularly in the ghetto. It is the life of the ghetto!
Recently, an embarrassing picture of two naked couples that was caught in the act in Lusaka´s Kalingalinga compound was circulating on the internet.
It depicted two seemingly old looking couple ,they were approximately in their late forties, the scene was a spectacle ,both suspected adulterous in their birthday suits and surrounded by a swam of people who looked evidently excited by the scene, it is the Bronx and that was entertainment!
In the ghetto, language is even very distinct from the normally spoken language, the type in the ghetto is extreme slang that one would think it’s a whole different language all together.
Isaac Njobvu a resident of John Laing compound explains that language changes dramatically as you go farther away from the town center and slang is a distinguishing feature of people.
"It changes, people in ghettos speak almost the same language, even the kids growing up in the same environment speak like their brothers”, he explains.
He further cites some vernacular terms in the famous ghetto slang as "zebigy","ni downi”, the former referring to a larger and respected person in the ghetto, while the latter implies its okay.
Other terms regularly used are "ah nachuma bakaamba naiposa wecana!(things are bad no deals my friend).When some hard core users of this slang are talking one would be led to thinking they are arguing over something when in actual sense it’s a mutual conversation.
Believe it or not the ghetto can as well be a very pleasant place to live in as Mrs Mbuya Tembo a resident of Chawama and a house keeper in Lusaka’s Kabwata residential area explains.
"nghati ulibe ndiyo kwatu timatandizhana ngako, olo mwana wako adwala onse apafupi pafupi atandhizana maningi",(ghetto dwellers assist each other even when neighbours are starving or a child in the hood is ill).
She explains in a language called Nyanja which she says is widely used in her neighborhood.
Mrs Tembo explains that generally, commodity prices in most of the ghettoes she has lived in are lower compared to prices in places like Kabwata where she works.
While one individual jokes that in the ghetto most people’s lives are completely oblivious of what goes on in town and others never even go to town for a long time.
They are just comfortable staying in the ghetto.
Whether the assistance by neighbours or the relatively low prices of food stuffs in the ghetto, lack of security is a blurring feature.
Benson a resident of Chibolya Compound narrates that in some Compounds the police never go there.
He gives an example of Chibolya compound where in some parts of it, youths, older people sale drugs and other illegal commodities un deterred by the law enforcers.
It is a common feature in the Bronx, people smoke marijuana in public, they drink "Kachasu" a local brew, without any one ever arresting whoever is responsible, it is life as usual in the bronx.
In the Bronx, life is hard, others resort to prostitution, which a source, who declined to be named described as rampant and cheap.
"Sex in the ghetto is very cheap, especially in places where there are a number of brothels where one can go and have intercourse for as little as five thousands kwacha, it is even very widespread”, he says.
In these infamous red light spots, Men just walk in rooms and help themselves with the women they find attractive.
The tales of the ghetto never cease to amaze, others are not comfortable in the ghetto while some just want to indulge themselves and are comfortable. It is life which ever way you live it!
EGÓ AMONG YOUTHS
PERSONAL ego or self esteem is perhaps the hardest of sensual impulses that humans grapple with, one which is a source of debate and controversy attracting individual, social, racial and national magnitude.
Arguably the oldest trait of ego extension is personal beauty; the exterior appearance in relation to norms of gender, socials status and in some cases creed or caste.
One’s beauty is generally treasured as an extension of one’s ego, and not only doers it draw much time as well as resources towards its preservation, but an entire industry has evolved almost abreast with the evolution of mankind itself; the cosmetic industry.
It is here whence start the debate; who sets the norms for beauty?..Does the cosmetics industry fuel the concept of personal beauty?. .Does beauty lie in the eyes of the beholder?...does the whole concept of personal beauty enhancement, border on evil?..Is there or should there be a norm for beauty?
Indeed the topic of beauty and its enhancement is so exhaustible that the dividing line is between the user of cosmetics and the proponents of ‘natural beauty’ who prefer to abstain from cosmetics use.
This topic is quiet “tenacious” enough to attract brain storming at household, community, religious, professional as well as social economical proportion of our country; in other words it is a hot topic both urban and rural societies of our nation.
Random survey found that religious fundamentalist opinions, lead the charge from amongst opposing views, yielding a consensus in which cosmetics are associated with ‘evil’ or ‘devil’.
In contrast to what many may think, this opinion from religious fundamentalists is not restricted to elderly or middle aged interviewees alone.
“I have absolutely no support for the use of make up cosmetics because they are associated with prostitution” says 18 year old Monica Malichi, a resident of Lusaka’s Makeni area.
A 75 year old house wife, Jessie Mulyata of Lusaka’s N’gombe compound feels that cosmetics are the ultimate expression of vanity, and that the superficial beauty effects lead the user to being prone to being a topic of “attraction” to the opposite sex.
Some critics even attach biblical references by charging that users are fulfilling the description of ‘Jezebel’, an infamous Queen from the Old Testament, who was renowned for her wickedness and heavy use of cosmetics make up.
Names of cosmetic brands such as ‘Sweet Heart’, Top Class among the elderly, and ‘Bio Lemon’ or ‘Tent Clair’ amongst the young, will almost certainly be unpopular conversation topics amongst pro-natural beauty advocates, but will arouse excitement from in the pro-cosmetics camp.
21 tear old Namakau Nawa of Kanyama Compound, brushes aside the controversy surrounding cosmetic make ups with her befittingly controversial opinion, in which she charged that financial capability or ‘pocket power’ determines which side of the debate one would side with.
“When a woman has money, she will see to it that beauty is boosted, when she is broke, she will be envious of those using make up, and start condemning its use”, she said.
She argued that cosmetics make up greatly help in preserving youthful appearance, and should be viewed positively.
“Cosmetics give me much more youthful appearance than my peers in the Compound, and there is nothing more haunting to a woman than rapid aging”, she charged.
Perhaps the most high profile pro-cosmetic voice aired is that of Central Province Police Commanding Officer (CO) Brenda Muntemba, when she openly encouraged cosmetic use whilst addressing women from the Mumbwa Police fraternity, during her recent visit.
Amongst the advantages raised for make up use, the Commander boldly highlighted that cosmetics took care of unpleasantly embarrassing ‘natural’ characteristics such as body odour, smelly feet and many others.
Men are also players in this debate; some provide sponsorship to their women, and lately, it is not uncommon to note that some males have jumped on the ‘skin lightening’ bandwagon.
Some males are loud to proclaim that natural beauty is the best, but their necks twist towards the direction of the radiance generated by a make up clad female, on whom they would train their eyes until she disappears from the sight.
This topic can escalate into dizzying height of logic, opinion, facts, decrees, myths and even phobias, but perhaps a view from controversial medical practitioner, draws a ‘clinical’ line to satisfy a stalemate or impasse for this debate.
Mumbwa District Health Director, Dr. Christopher Dube says that cosmetics are widely known and used to magnify physical beauty, but that some cosmetics are also beneficial in treating certain skin and hair disorders.
Dr. Dube also noted that some cosmetics have been linked to shin cancers and kidney ailment, especially the ones containing mercury oxide, and is quick to warn against abuse (or is it over use) of cosmetics.
“Generally, too much of everything is bad, and this notion holds ground even in this debate on cosmetics”, says the Doctor.
ENDS…………….HC
Arguably the oldest trait of ego extension is personal beauty; the exterior appearance in relation to norms of gender, socials status and in some cases creed or caste.
One’s beauty is generally treasured as an extension of one’s ego, and not only doers it draw much time as well as resources towards its preservation, but an entire industry has evolved almost abreast with the evolution of mankind itself; the cosmetic industry.
It is here whence start the debate; who sets the norms for beauty?..Does the cosmetics industry fuel the concept of personal beauty?. .Does beauty lie in the eyes of the beholder?...does the whole concept of personal beauty enhancement, border on evil?..Is there or should there be a norm for beauty?
Indeed the topic of beauty and its enhancement is so exhaustible that the dividing line is between the user of cosmetics and the proponents of ‘natural beauty’ who prefer to abstain from cosmetics use.
This topic is quiet “tenacious” enough to attract brain storming at household, community, religious, professional as well as social economical proportion of our country; in other words it is a hot topic both urban and rural societies of our nation.
Random survey found that religious fundamentalist opinions, lead the charge from amongst opposing views, yielding a consensus in which cosmetics are associated with ‘evil’ or ‘devil’.
In contrast to what many may think, this opinion from religious fundamentalists is not restricted to elderly or middle aged interviewees alone.
“I have absolutely no support for the use of make up cosmetics because they are associated with prostitution” says 18 year old Monica Malichi, a resident of Lusaka’s Makeni area.
A 75 year old house wife, Jessie Mulyata of Lusaka’s N’gombe compound feels that cosmetics are the ultimate expression of vanity, and that the superficial beauty effects lead the user to being prone to being a topic of “attraction” to the opposite sex.
Some critics even attach biblical references by charging that users are fulfilling the description of ‘Jezebel’, an infamous Queen from the Old Testament, who was renowned for her wickedness and heavy use of cosmetics make up.
Names of cosmetic brands such as ‘Sweet Heart’, Top Class among the elderly, and ‘Bio Lemon’ or ‘Tent Clair’ amongst the young, will almost certainly be unpopular conversation topics amongst pro-natural beauty advocates, but will arouse excitement from in the pro-cosmetics camp.
21 tear old Namakau Nawa of Kanyama Compound, brushes aside the controversy surrounding cosmetic make ups with her befittingly controversial opinion, in which she charged that financial capability or ‘pocket power’ determines which side of the debate one would side with.
“When a woman has money, she will see to it that beauty is boosted, when she is broke, she will be envious of those using make up, and start condemning its use”, she said.
She argued that cosmetics make up greatly help in preserving youthful appearance, and should be viewed positively.
“Cosmetics give me much more youthful appearance than my peers in the Compound, and there is nothing more haunting to a woman than rapid aging”, she charged.
Perhaps the most high profile pro-cosmetic voice aired is that of Central Province Police Commanding Officer (CO) Brenda Muntemba, when she openly encouraged cosmetic use whilst addressing women from the Mumbwa Police fraternity, during her recent visit.
Amongst the advantages raised for make up use, the Commander boldly highlighted that cosmetics took care of unpleasantly embarrassing ‘natural’ characteristics such as body odour, smelly feet and many others.
Men are also players in this debate; some provide sponsorship to their women, and lately, it is not uncommon to note that some males have jumped on the ‘skin lightening’ bandwagon.
Some males are loud to proclaim that natural beauty is the best, but their necks twist towards the direction of the radiance generated by a make up clad female, on whom they would train their eyes until she disappears from the sight.
This topic can escalate into dizzying height of logic, opinion, facts, decrees, myths and even phobias, but perhaps a view from controversial medical practitioner, draws a ‘clinical’ line to satisfy a stalemate or impasse for this debate.
Mumbwa District Health Director, Dr. Christopher Dube says that cosmetics are widely known and used to magnify physical beauty, but that some cosmetics are also beneficial in treating certain skin and hair disorders.
Dr. Dube also noted that some cosmetics have been linked to shin cancers and kidney ailment, especially the ones containing mercury oxide, and is quick to warn against abuse (or is it over use) of cosmetics.
“Generally, too much of everything is bad, and this notion holds ground even in this debate on cosmetics”, says the Doctor.
ENDS…………….HC
EFFECTS OF EARLY MARRIAGES
By Sandra Hanzuki and Kaweme Lwamba
GETTING pregnant is a woman’s utmost source of joy as she looks forward to seeing the fruits of her womb. This however is not the case with teen-pregnancy.
Teen-pregnancy has become a catastrophe in the country over the years. It is estimated that 50% of women in Zambia between the ages of 15-19 have been pregnant at least once in their lives.
In addition, over half of Zambia’s population consists of young people and over 80% of these young people when asked (in the recent demographic healthy survey) whether they used a condom the last time they had sex responded that they did not. This means there are a lot of teens having unprotected sex.
It is not baffling nowadays to hear teens boastfully telling their peers how many partners they have slept with.
Strangely, there is corrosive deception among teens that for someone to fit in a group of friends, s/he must be sleeping around with someone as being a virgin is no longer treasured among teens. It is treated as a sign of backwardness and traditional.
Many factors contribute to teen-pregnancy including participation in sexual activity with lack of knowledge on how pregnancy occurs.
Bars and night clubs have become a teen’s relaxing places during weekends competing with parents. A lot more than just drinking goes on in these places. Teens have resort to entertain themselves by indulging in sex leading to unwanted pregnancies.
Worse still, drug abuse has also become very rampant among these young people. Drugs put teens on additional danger of indulging into sex carelessly and end up pregnant if not they did not contract an infection or HIV.
Other factors leading to early pregnancies are forced early marriages to older men especially in villages after a girl has ‘come of age.’ These girls are married without their free and full consent. They may also lack access to effective youth friendly corners where information can be given to them on reproductive health and sexuality including contraception.
Early pregnancies cause many complications not only of a physical nature but also of a mental and socio-economic nature.
Unwanted early pregnancies lead to one’s less likeliness to complete high school specifically the girl child and also undermine girls’ development, health and aspirations.
Teen-pregnancies place grave financial and social burdens on families in that parents of the casualty have to buy baby requirements and also basic for the mother to be after giving birth. The pregnant girl faces discrimination from her peers leading to loneliness and depression.
First births carry special risks for both mother and child. The vast majority of births to adolescent girls are first births that occur within marriage. The foremost risk first births carry is prolonged or obstructed labour which can result in obstetric fistulas in settings where access to care is unlimited.
First births also have elevated risks pre-eclampsia, malaria and infant mortality. Girls who give birth during adolescence require special attention because they are less mature and are simultaneously coping with their own and their baby’s psychological, emotional and economic needs.
Generally in Zambia, adolescent mothers tend to be poorer, less educated, less adequately nourished than all the mothers and they also face greater social disadvantages.
Mrs. Alice Kasobe a mid-wife at the University of Zambia (UNZA) Clinic says when a woman is too young; pregnancy wanted or unwanted can be dangerous for both mother and infant. Complications of childbirth and unsafe abortion are among the main causes of death for women under age. Even under optimal conditions, young mothers, especially those under age 18, are more likely than women in their 20s to suffer pregnancy-related complications and to die in childbirth.
Mrs. Kasobe added that risks were higher for young women not only because of their age but also because first births to younger women are riskier than second, third, or fourth births. Below 18 years the pelvis of a woman is not yet fully developed as a result this might lead to obstructed labour. This kind of labour might be prolonged and cause a woman to have a caesarean section. Prolonged first labour may lead to foetal distress and finally foetal death.
It can also lead to a woman having a third degree tear which is a rupture from the vagina to the anus. Constant rupture of the vagina will lead to rectal-vaginal fistula. This is where feaces and urine are being expelled through the vagina.
Mrs. Kasobe explained that early pregnancy in young women may be fatal in cases where there is mal presentation of the baby. This is a situation where instead of the head coming out first from the birth canal, the buttocks or the legs are presented first. When this happens to a young woman, chances of the uterine getting ruptured are high and this might lead to Hysterectomy (removal of the uterus). This is called Cephalopelvic disproportion meaning that the woman's pelvic opening is too small to allow the infant's head to pass through during delivery can slow or prevent vaginal delivery.
She added that another deadly complication of early pregnancy in young women was excessive bleeding after delivery. The young mother may incur a psychiatric condition called Pueralsycosis which occurs within six weeks of delivery.
And Mrs. Kasobe disclosed that some of the factors that lead to early pregnancies in young women included ignorance, defilement, socioeconomic factors including poverty, malnutrition, lack of education, and lack of access to prenatal care or emergency obstetrical care.
Among the young, as with older women, risks are greatest for poor women, who are most malnourished and have the least opportunity for prenatal care.
The life-threatening complications of pregnancy that women under 20 face are the same risks that all other woman face: hemorrhage, sepsis, pregnancy-induced hypertension including preeclampsia and eclampsia, obstructed labor caused by cephalopelvic disproportion, complications of unsafe abortion, and iron-deficiency anemia. Young women face greater risks than older women of hypertension, cephalopelvic disproportion, iron-deficiency anemia, and unsafe abortion.
Untreated pregnancy-induced hypertension can cause heart failure or stroke and result in the death of both the mother and infant. Hypertension occurs most often among women having their first child and accounts for a large proportion of maternal deaths in women under age.
In many regions iron-deficiency anemia is a factor in almost all maternal deaths. An anemic woman is five times more likely to die of pregnancy-related causes than a woman who is not anemic. Anemic women are less able to resist infection and less able to survive hemorrhage or other complications of labour and delivery. Anemia also contributes to premature delivery and low birth weight.
Iron-deficiency anemia is particularly common among pregnant women, and young pregnant women are more likely than older women to be anemic, even in developed countries. Normal menstrual bleeding, a diet lacking absorbable iron, and malaria cause most anemia in pregnant women. To avoid anemia during adolescence, young people need twice as much iron as adults of the same weight.
Adequate prenatal care can reduce pregnancy-related mortality and complications, especially among very young women.
Young mothers, especially those under age 15, have higher rates of premature labor, spontaneous abortion, stillbirth, and low birth weight infants. For the infant who survives, the higher risk of death persists throughout early childhood.
“If you cannot learn from others, you will simply never learn,” it is said. Therefore, take charge, take precaution, and stop teen-pregnancy. Take your time, it pays being patient.
GETTING pregnant is a woman’s utmost source of joy as she looks forward to seeing the fruits of her womb. This however is not the case with teen-pregnancy.
Teen-pregnancy has become a catastrophe in the country over the years. It is estimated that 50% of women in Zambia between the ages of 15-19 have been pregnant at least once in their lives.
In addition, over half of Zambia’s population consists of young people and over 80% of these young people when asked (in the recent demographic healthy survey) whether they used a condom the last time they had sex responded that they did not. This means there are a lot of teens having unprotected sex.
It is not baffling nowadays to hear teens boastfully telling their peers how many partners they have slept with.
Strangely, there is corrosive deception among teens that for someone to fit in a group of friends, s/he must be sleeping around with someone as being a virgin is no longer treasured among teens. It is treated as a sign of backwardness and traditional.
Many factors contribute to teen-pregnancy including participation in sexual activity with lack of knowledge on how pregnancy occurs.
Bars and night clubs have become a teen’s relaxing places during weekends competing with parents. A lot more than just drinking goes on in these places. Teens have resort to entertain themselves by indulging in sex leading to unwanted pregnancies.
Worse still, drug abuse has also become very rampant among these young people. Drugs put teens on additional danger of indulging into sex carelessly and end up pregnant if not they did not contract an infection or HIV.
Other factors leading to early pregnancies are forced early marriages to older men especially in villages after a girl has ‘come of age.’ These girls are married without their free and full consent. They may also lack access to effective youth friendly corners where information can be given to them on reproductive health and sexuality including contraception.
Early pregnancies cause many complications not only of a physical nature but also of a mental and socio-economic nature.
Unwanted early pregnancies lead to one’s less likeliness to complete high school specifically the girl child and also undermine girls’ development, health and aspirations.
Teen-pregnancies place grave financial and social burdens on families in that parents of the casualty have to buy baby requirements and also basic for the mother to be after giving birth. The pregnant girl faces discrimination from her peers leading to loneliness and depression.
First births carry special risks for both mother and child. The vast majority of births to adolescent girls are first births that occur within marriage. The foremost risk first births carry is prolonged or obstructed labour which can result in obstetric fistulas in settings where access to care is unlimited.
First births also have elevated risks pre-eclampsia, malaria and infant mortality. Girls who give birth during adolescence require special attention because they are less mature and are simultaneously coping with their own and their baby’s psychological, emotional and economic needs.
Generally in Zambia, adolescent mothers tend to be poorer, less educated, less adequately nourished than all the mothers and they also face greater social disadvantages.
Mrs. Alice Kasobe a mid-wife at the University of Zambia (UNZA) Clinic says when a woman is too young; pregnancy wanted or unwanted can be dangerous for both mother and infant. Complications of childbirth and unsafe abortion are among the main causes of death for women under age. Even under optimal conditions, young mothers, especially those under age 18, are more likely than women in their 20s to suffer pregnancy-related complications and to die in childbirth.
Mrs. Kasobe added that risks were higher for young women not only because of their age but also because first births to younger women are riskier than second, third, or fourth births. Below 18 years the pelvis of a woman is not yet fully developed as a result this might lead to obstructed labour. This kind of labour might be prolonged and cause a woman to have a caesarean section. Prolonged first labour may lead to foetal distress and finally foetal death.
It can also lead to a woman having a third degree tear which is a rupture from the vagina to the anus. Constant rupture of the vagina will lead to rectal-vaginal fistula. This is where feaces and urine are being expelled through the vagina.
Mrs. Kasobe explained that early pregnancy in young women may be fatal in cases where there is mal presentation of the baby. This is a situation where instead of the head coming out first from the birth canal, the buttocks or the legs are presented first. When this happens to a young woman, chances of the uterine getting ruptured are high and this might lead to Hysterectomy (removal of the uterus). This is called Cephalopelvic disproportion meaning that the woman's pelvic opening is too small to allow the infant's head to pass through during delivery can slow or prevent vaginal delivery.
She added that another deadly complication of early pregnancy in young women was excessive bleeding after delivery. The young mother may incur a psychiatric condition called Pueralsycosis which occurs within six weeks of delivery.
And Mrs. Kasobe disclosed that some of the factors that lead to early pregnancies in young women included ignorance, defilement, socioeconomic factors including poverty, malnutrition, lack of education, and lack of access to prenatal care or emergency obstetrical care.
Among the young, as with older women, risks are greatest for poor women, who are most malnourished and have the least opportunity for prenatal care.
The life-threatening complications of pregnancy that women under 20 face are the same risks that all other woman face: hemorrhage, sepsis, pregnancy-induced hypertension including preeclampsia and eclampsia, obstructed labor caused by cephalopelvic disproportion, complications of unsafe abortion, and iron-deficiency anemia. Young women face greater risks than older women of hypertension, cephalopelvic disproportion, iron-deficiency anemia, and unsafe abortion.
Untreated pregnancy-induced hypertension can cause heart failure or stroke and result in the death of both the mother and infant. Hypertension occurs most often among women having their first child and accounts for a large proportion of maternal deaths in women under age.
In many regions iron-deficiency anemia is a factor in almost all maternal deaths. An anemic woman is five times more likely to die of pregnancy-related causes than a woman who is not anemic. Anemic women are less able to resist infection and less able to survive hemorrhage or other complications of labour and delivery. Anemia also contributes to premature delivery and low birth weight.
Iron-deficiency anemia is particularly common among pregnant women, and young pregnant women are more likely than older women to be anemic, even in developed countries. Normal menstrual bleeding, a diet lacking absorbable iron, and malaria cause most anemia in pregnant women. To avoid anemia during adolescence, young people need twice as much iron as adults of the same weight.
Adequate prenatal care can reduce pregnancy-related mortality and complications, especially among very young women.
Young mothers, especially those under age 15, have higher rates of premature labor, spontaneous abortion, stillbirth, and low birth weight infants. For the infant who survives, the higher risk of death persists throughout early childhood.
“If you cannot learn from others, you will simply never learn,” it is said. Therefore, take charge, take precaution, and stop teen-pregnancy. Take your time, it pays being patient.
YOUTHS AND TRANSPORT SYSTEM
By Clive Siachiyako
‘A NEGATIVE attitude towards others cannot bring you success,’ a business maxim says. Could it be the doom ousting public transport bus drivers into eternal morose when out of the driver’s seat?
Courtesy to customers is highly rated in business. It is one way of gaining credibility, which often reciprocates into more returns to the business.
However, this has never been the case when it comes to the public transport sector, especially local public transport system in Zambia. Conductors of these local route public transport buses have no time for politeness to customers.
In fact, if one wants to hear the latest insult on the market, using public transport would be the quickest way to access one. Bus conductors seem to spend millions of Kwacha on bibles of insults to ‘bless’ commuters with daily.
Whereas business experts are emphasising on politeness to customers, to public bus conductors, users of public transport are up for abuse. Courtesy is not part of their character.
At the height of this disrespectfulness to customers by bus conductors, Morgan Mweetwa a bus driver, has said the behaviour of most conductors to customers is injurious to the public transport system.
Mr Mweetwa 41 added that public transport bus drivers had ended up being treated as misfits by the public because of the kind of treatment conductors give to customers.
He suggested that there was need to introduce training schools for conductors if the public transport sector were to be appreciated by the general public.
Mr Mweetwa argued that training schools for housemaids were initiated in the country when need for the skilled workforce for house care was identified, and the same should be done to conductors.
“Public transport is cardinal in the country since most of the workforce depends of this kind of transport to and from work. These commuters need skilled and polite bus crews that will enable them start each of their working days on a good and motivating note,” Mr Mweetwa said.
He said with trained conductors on customer care on the market, bus owners should then consider employing that skilled workforce than the current case where bus drivers picked on anyone who agreed to be paid the lowest take-home.
Most of such lowest paid sporty conductors are frustrated youths who spend most of their time in various deviant activities, and most of them fail to hide it before the public especially when they differ with commuters over a shortfall in the bus fare.
Mr Mweetwa argued that most conductors start work drunk after intoxicating themselves with beer the whole night worse still after sniffing all sorts of nausea-tic enthrallers that knock their heads-off after getting their pay at the end of the day.
“What do you expect from such a character? You think a customer will be given the desired respect to customers? Never,” he concluded.
Mr Mweetwa said public transport buses where offices for bus drivers that should offer a haven of courtesy to customers same as that which they receive when they go to offices of those in formal employment.
He further urged relevant authorities to extend the law that governs drivers on drunk driving and other regulations to conductors because the environment under which public transport users find themselves was becoming dangerous every day.
Mr Mweetwa said the public transport system had to be in hands of people who respect human life and recognise customers as assets to the sector, since those users were the driving force of the sector.
He said the level of informality in the public transport sector was too much as it was putting lives of users at risk especially women. He cited the recent stubbing and consequential death of a pupil over a K500 bus fare shortfall in Lusaka as a sign of chaos in the sector that needed agent attention.
“Such actions show how far the country is in improving its human rights records. People should be educated on the importance of human life. And one way on doing it is having perpetrators punished by the law,” Mr Mweetwa recommended.
Meanwhile, Mr Mweetwa has appealed to commuters to be asking conductors when they have a shortfall in their bus fare to avoid unnecessary squabbles with them.
“Members of the public should dialogue with conductors to avoid certain embarrassments by conductors who would want to get at them by all means when they fail to pay in full. Some of the conductors drivers pick on have criminal records and are never scared of the law,” he cautioned.
Practically, Council authorities and Commuters’ Rights Association should take charge and save commuters from the perpetual abuses by conductors to ensure that people enjoy their rides even when using the public transport system as in other countries.
There should be an immediate stop to these unreasonable actions by conductors most of whom come to work after sniffing amounts of sun-soaked fermentations which make them have strong hallucinations most of times of the day.
‘A NEGATIVE attitude towards others cannot bring you success,’ a business maxim says. Could it be the doom ousting public transport bus drivers into eternal morose when out of the driver’s seat?
Courtesy to customers is highly rated in business. It is one way of gaining credibility, which often reciprocates into more returns to the business.
However, this has never been the case when it comes to the public transport sector, especially local public transport system in Zambia. Conductors of these local route public transport buses have no time for politeness to customers.
In fact, if one wants to hear the latest insult on the market, using public transport would be the quickest way to access one. Bus conductors seem to spend millions of Kwacha on bibles of insults to ‘bless’ commuters with daily.
Whereas business experts are emphasising on politeness to customers, to public bus conductors, users of public transport are up for abuse. Courtesy is not part of their character.
At the height of this disrespectfulness to customers by bus conductors, Morgan Mweetwa a bus driver, has said the behaviour of most conductors to customers is injurious to the public transport system.
Mr Mweetwa 41 added that public transport bus drivers had ended up being treated as misfits by the public because of the kind of treatment conductors give to customers.
He suggested that there was need to introduce training schools for conductors if the public transport sector were to be appreciated by the general public.
Mr Mweetwa argued that training schools for housemaids were initiated in the country when need for the skilled workforce for house care was identified, and the same should be done to conductors.
“Public transport is cardinal in the country since most of the workforce depends of this kind of transport to and from work. These commuters need skilled and polite bus crews that will enable them start each of their working days on a good and motivating note,” Mr Mweetwa said.
He said with trained conductors on customer care on the market, bus owners should then consider employing that skilled workforce than the current case where bus drivers picked on anyone who agreed to be paid the lowest take-home.
Most of such lowest paid sporty conductors are frustrated youths who spend most of their time in various deviant activities, and most of them fail to hide it before the public especially when they differ with commuters over a shortfall in the bus fare.
Mr Mweetwa argued that most conductors start work drunk after intoxicating themselves with beer the whole night worse still after sniffing all sorts of nausea-tic enthrallers that knock their heads-off after getting their pay at the end of the day.
“What do you expect from such a character? You think a customer will be given the desired respect to customers? Never,” he concluded.
Mr Mweetwa said public transport buses where offices for bus drivers that should offer a haven of courtesy to customers same as that which they receive when they go to offices of those in formal employment.
He further urged relevant authorities to extend the law that governs drivers on drunk driving and other regulations to conductors because the environment under which public transport users find themselves was becoming dangerous every day.
Mr Mweetwa said the public transport system had to be in hands of people who respect human life and recognise customers as assets to the sector, since those users were the driving force of the sector.
He said the level of informality in the public transport sector was too much as it was putting lives of users at risk especially women. He cited the recent stubbing and consequential death of a pupil over a K500 bus fare shortfall in Lusaka as a sign of chaos in the sector that needed agent attention.
“Such actions show how far the country is in improving its human rights records. People should be educated on the importance of human life. And one way on doing it is having perpetrators punished by the law,” Mr Mweetwa recommended.
Meanwhile, Mr Mweetwa has appealed to commuters to be asking conductors when they have a shortfall in their bus fare to avoid unnecessary squabbles with them.
“Members of the public should dialogue with conductors to avoid certain embarrassments by conductors who would want to get at them by all means when they fail to pay in full. Some of the conductors drivers pick on have criminal records and are never scared of the law,” he cautioned.
Practically, Council authorities and Commuters’ Rights Association should take charge and save commuters from the perpetual abuses by conductors to ensure that people enjoy their rides even when using the public transport system as in other countries.
There should be an immediate stop to these unreasonable actions by conductors most of whom come to work after sniffing amounts of sun-soaked fermentations which make them have strong hallucinations most of times of the day.
Monday, July 21, 2008
management among youths
1.0. INTRODUCTION
Pay Television, which is also referred to as Cable Television delivers its signals either through cable, satellite or microwave to a subscriber-based (pay-for-service) audience. But although Pay Television started transmitting via cable, it proved very uneconomical for populations outside cities because it depended on the physical laying of cables. Therefore, satellites and microwaves were later introduced for transmitting signals to a hub before the signals could be delivered by cable to subscribers. However, much more recently, Direct Broadcasting by Satellite (DBS) started to transmit signals direct to subscribers by satellite with the use of receiving dishes purchased by individual households, (Anderson 1997).
1.1.HISTORY OF PAY TELEVISION
The emergency of Pay Television started in the 1970s, although its history via cable dates back to the early 1930s. The British Rediffusion Company is credited for developing twisted pair of cables to carry television signals to subscribers’ homes beyond London and the similar technology continued throughout the 1950s in other parts of the world.
Pay Television, unlike traditional free-to-air broadcasting has been used to deliver television services to homes of viewers on a payment-for-service basis. Its advantages over free-to-air broadcasting are that it has more channels and therefore provides a greater consumer choice and in many cases it caters for consumers with special interests by broadcasting niche channels and programmes to them, which are un-commercial on behalf of free-to-air networks. As a result, Pay Television provides a greater choice of both programmes and channels than network programming.
1.2. HISTORY OF MULTICHOICE
MultiChoice Zambia was launched in September 1995 as a joined venture with Zambia National Broadcasting Corporation. From small beginnings as part of one of the first pay-Television channels to launch outside the United States, MultiChoice has grown into a successful pay television business. It began on the African continent in South Africa in 1986 when M-Net was founded as one of the first two subscription television services outside the United States. Later, MultiChoice was incorporated to M-Net to provide subscriber management services for pay television bouquets.
1.3. POLITICAL AND ECONOMIC INFLUENCE MULTICHOICE STARTED UNDER
In Zambia, the freeing of the airwaves in the 1990s due to financial pressures on the state broadcaster, Zambia National Broadcast Corporation (ZNBC) combined with local and international lobby groups saw the entry of Pay Television in the system. The first Pay Television that took advantage of the liberalisation of the airwaves in Zambia was MultiChoice Zambia. Prior to the liberalisation of airwaves, broadcasting was the preserve of the government, the owner of ZNBC. The corporation (ZNBC) was established under the ZNBC Act of 1987 -a principal piece of legislation that governed broadcasting and establishing ZNBC as the sole broadcaster in the country.
MultiChoice entered the Zambian market during the country’s economic transition from state control to the liberal system driven by market forces of demand and supply. This climate was conducive for the company to break even in providing pay television services. However, there was a problem on regulation and share-ownership as the law stipulated that ZNBC was to hold 30% shares in the company. This was meant to minimise the competition on the national broadcaster and for ZNBC to regulate the pay television provision. The pressure of regulation worsened prior to the 1996 elections that the company’s subscription base was stack at 14,000 up to 2001 when it tremendously rose to the current 55,000.
Backed by the exceptional expertise of the holding company MultiChoice Investment Holdings (MIH) and the parent company Naspers Group; MultiChoice has become one of the most prominent companies in the global MIH incorporated. The company has 34 channels and uses its well-established position in the television broadcasting sector, to offer the following brands:
Digital Satellite Television (DStv) - This provides digital satellite broadcasting services to billions of customers’ world over provided they have receiving dishes. DStv, with a mood and motto; “DStv, so much more”, works on the principal that no two people are exactly alike. Therefore, MultiChoice, through DStv provides a broad spectrum of entertainment and information and offers customers various bouquets to suit their tastes and their pockets.
M-Net- It is another brand, MultiChoice offers its clients. M-Net with the mood and motto “M-Net, where magic leaves” is a pioneer in the Pay Television industry in Southern Africa since it was founded just over twenty years ago. It prides itself on providing premium international and local entertainment to its viewers, and its high quality and award-winning South African programmes, Carte Blanche, Binnelanders, Jacobs Cross and Egoli being just a few. To make the magic happen! M-Net provides the following channels: M-Net Movies and Series, M-Net Stars and Action, Africa Magic, kykNET, Medium Karaoke (MK), GO Music, K All Day (kids all day for kids programming), Channel O and Magic World.
Super Sport- Super Sport provides comprehensive coverage of local and global sports broadcast over the company’s seven dedicated channels. The seven channels broadcast sports of different types often at the same time, a customer choices the channel to watch a will.DStv Mobile- This is the company’s newest brand. It is one of the developing technologies that will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.
Oracle- This is an Airtime Sales that handles terrestrial as well as satellite commercial airtime sales and on-air sponsorship across a variety of dynamic media brands. Advertisers can buy advertising space using this system online and making payments without visiting a MultiChoice branch.
2.0. GOALS AND OBJECTIVES
v To enrich lives via provision of quality home entertainment through updated technological advancements.
v To improve people’s knowledge through information.
v To develop technology beyond pay television through the provision of high definition decoders that offer internet and information in the most efficient way.
v To help in-country broadcasting and proper nurturing of the local best talent.
v To acquire channels from local, African and international channel suppliers
v To group channels according to genres beyond continental borders.
To meet its objectives and goals, of enriching lives through innovative delivery of compelling digital media content, MultiChoice has terrestrial analogue and digital direct-to-home satellite television platforms and other sky rocketing gadgetry of the global village. It thrives to achieve this either through Pay Television, the Internet, high definition decoders and other devices on the digital horizon. This can happen anywhere, be it in a city or in a remote village as satellite technology has fewer boundaries. Mobile phones supplement the other types of digital media. These digital media contents can be for millions of people, to one person or to someone the company does not know.
The existing analogue system has been around for 20 years, delivering the main M-Net entertainment channels and Community Services Network (CSN). The analogue system uses more than 172 transmitter sites to deliver content to most parts of in the Southern Africa region. Via its three different satellite broadcasting platforms, MultiChoice imports channels from all over the world some of which are in different languages, the most common ones being Indian and Portuguese. These are packaged with local channels originating in the countries in which the company operates, to form compelling entertainment bouquets for subscribers.
The company’s audience includes urbanites and those in the far flung areas since the kind of technology it uses goes beyond borders. It reaches anywhere where there is a reception dish. These audiences cut across all races, ethnic groups and nationalities.
3.0. OWNERSHIP
MultiChoice is a private company owned by Naspers Group of Companies, a United States of American firm. The holding company of MultiChoice is MIH. The headquarters of MIH is based in New York. The headquarters coordinates the management of the firm’s subsidiaries in several parties of the world. In Africa, the headquarters for MultiChoice is based in South Africa where most of the programming is coordinated since 1986 when pay television entered the African market.
3.1. IDENTITY
It is of geographical interest by nature. Recently, it has broken through the Middle East market and Chinese. Other markets the company has spread its coverage are India and Portugal.
MULTICHOICE GROUP STRUCTURE
Electronic Media
Print Media
NASPERS GROUP
Pay Television
Internet
News, Magazines and Print
Books and
Education
M I H
M-WEB (Africa, China, Thailand and Indonesia)
4.0. MOOD AND FORMAT
MultiChoice is both a terrestrial analogue and digital direct-to-home satellite pay television provider, whose mood\motto is “Enriching Lives.” Using the digital system via satellite, MultiChoice has several programming types. The common ones are breakfast shows, mid-morning shows, afternoon drive, prime time and late night shows under television. Within these programming types are All-News (British Broadcasting Corporation, Cable News Network\Aljazeera), All-Music (especially Channel O), and All-Sports (Super Sport 1, 2 and 3) among others. As a pay television, the company has a lot of brands in its boutiques mainly driven by demand.
Although MultiChoice is driven by satellite, its operations are anchored by three satellite platforms due to geographical factors and types of satellites used for each programming. I57 Satellite covers only Southern Africa while W4 beams the whole African continent with sports programmes. W4 has a satellite dish of 9.7cm. C-Band is the third satellite, which covers the whole African content in all the company’s programmes including parts of Middle East. C-Band uses a 1.8m dish, which is the strongest in transmission of signals.
4.1. TYPICAL WEEKEND CLOCK FOR THE MULTICHOICE
4.1.0. a. SATURDAY (Channel 254)
The typical weekend of Channel 254 is on appendix 1a insert. Channel 254 is a history channel. It broadcasts well researched informative programmes on various global topics ranging from natural science to religion and great achievers in different set-ups. It also broadcasts scientific under-covers like cluster bombs, nuclear weapon development and the evolution of the world and other secretive issues. Some of the programming goes into the intricacies of wild beasts of the world. The prime time for the channel starts at 18: 00 hours up to 22:00 hours.
4.1.0. b. PRIME TIME (Channel 407).
Appendix 1b below shows the prime time of Channel 407. Channel 407 is the South African Broadcasting Corporation (SABC Africa). The channel mainly broadcasts African programmes from a collection of different countries. Although the channel is a 24:00 hour basis, it is prime time starts at 16:00 hours. This is the time when most of the households are back from work and can be reached with attractive programmes that are saleable to potential and actual advertisers.
4.1.1. REFLECTION OF CLOCKS TO FORMAT AND MOOD
The clocks reflects format the company claims it lives by. They show that there are various types of programming offered to customers at different platforms throughout the day. Those programmes that are dedicated to all-news have lived by that like BBC. Those that are all-music like Channel O have a provable track record in that area.
The mood of enriching lives through the provision of information is also reflected by the programming of the company. The company has channels that are specifically dedicated in that area like the history channel of platform 254. M-net has also been dedicated to talent identification and breeding, which is one of the company goals. Some of the programmes found M-Net devoted at talent identification are idols, where youths who can sing are tapped from different parts of the world and go through auditions in order to skeet those with the best talent. Such talents are brood and nurtured to some level when the individual is empowered to stand of their own and use their talent for sustenance.
5.0. STRUCTURES OF MULTICHCOICE
The company has two structures; a board and management structures. The board is headed by a chairperson and nine board members, while Chief Executive Officer (CEO) heads the management structure.
BOARD STRUCTURE
Board Chairperson
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board MemberThe MultiChoice Board provides continuity of the company by setting up a corporate or legal existence of the company, and representing the company's point of view through interpretation of its products and services, and advocating for them to improve on corporate image. It also selects and appoints a chief executive officer (CEO) to whom responsibility for the administration of the organisation is delegated. The board also reviews and evaluates the CEO’s performance regularly on the basis of specific job descriptions, including executive relations with the board, leadership in the company, in programme planning and implementation, and in management of the company and its personnel. It further offers administrative guidance and determines whether to retain or dismiss the CEO depending on the performance exhibited by the officer in relation to responsibilities and job description and the company goals and beliefs. The other function is to govern the company policies and objectives, formulated and agreed upon by the CEO and employees, including the assignment of priorities to ensure that the company has the capacity to carry out programmes by continually reviewing its work and progression rate and ratings in the business. This involves accounting to the shareholders for the products and services of the company and expenditures of its funds.
Chief Executive Officer MANAGEMENT STRUCTURE
General Manager Zambian Operations
Marketing and Sales Director
General Manager Content
General Manager New Media
General Manager Strategic
And Business Development
General Manager Corporate Affairs
Chief Technology Officer
General Manager Regulatory Affairs
Chief Information Officer
General Manager Human Resource
Chief Financial Officer
5.2.0. FUNCTIONS OF MANAGEMENT PERSONNEL
5.2.1. Chief Executive Officer (CEO)
The CEO is primarily responsible for carrying out strategic plans and policies as established by the board of directors. The officer reports to the board of directors, and establishes primary goals of the Board, maintenance of status quo, evaluation and recommendations or takes charge through implementation of new plans. The CEO advices the Board, and advocates/promotes company and stakeholder change related to the firm’s mission. Further, the CEO supports and motivates employees and ensures the staff and Board has sufficient and up-to-date information about the company operations. The officer interfaces between Board and employees and the community. And formulates policies and planning recommendations to the Board and guides courses of action in operations by staff. The CEO also oversees the operations of the company and implements its plans and manages financial and physical resources.
5.2.2. General Manager Human Resource (HR)
The human resource manager decides what staffing the company needs, the personnel available and whether to use independent contractors or hire employees to fill missing needs. The manager recruits the best employees, ensuring they are high performers, dealing with performance issues, and ensuring the personnel and management practices conform to various regulations. In addition, the HR ensures that employees have and are aware of personnel policies, which conform to the company philosophy.
5.2.3. Regulatory Affairs Manager (RA)
The regulator affairs manager prepares regulatory submissions for new products and product changes to ensure timely approvals for market release. The manager is responsible for assembling document packages for regulatory submissions, Technical Files and Design Dossiers, Shonin and Ichihen and internal letters to file. Additionally, the RA prepares technical information for device license/registration as defined by country specific requirements. The RA also provides support to currently marketed products as necessary including: reviewing of engineering changes, labeling, promotional material, product changes and documentation for changes requiring government approval.
5.2.4. Corporate Affairs Manager
The corporate affairs manager keeps abreast of relevant issues that affect the industry and coordinates with internal business partners to develop position statements that can be deployed across the company. And develops and implements crisis communication plans that address internal and external audiences. Works closely with government and community to coordinate messages and leverage key activities. Further, develops and implements strategies for communicating and supporting special projects and initiatives. Also develops communication and media strategies to leverage community affairs, charitable donations, and cause-related marketing programmes.
5.2.5. New Media Managers
The new manager looks for innovative and flexible ways of working with partners, customers and audiences in the new cutting edge of technology. They support new media into a high-performing communications function delivering external communications at all levels and through all channels. To communicate with its audiences, the Communications Division plan to maximise the usage of 'new media' opportunities - by creating fresh channels, and, where appropriate, speak direct to the company’s customers through direct media. The new media manager delivers and develops the strategies that seek-out new opportunities to deliver MultiChoice policies through clear targeting of customers.
5.2.6. Content Manager
The content manager is responsible for executing technologies and enterprise solutions and provides educational information for Information Technology (IT) managers, system architects, and technically oriented business and projects. S/he tracks on content technology that is strategic to all industries and IT infrastructures. The manager also monitors and controls rich content data, for example, information associated with complex products found in aerospace and electronics, such as digital assets used in training, brand marketing, and media applications.
5.2.7. Marketing and Sales Director
The marketing and sales director builds awareness and generates demand for the company’s products and services. The director plans, implements, and measures marketing and sales activities. Other responsibilities are developing and executing strategies and plans to fulfill sales goals in line with the company goals. The director stimulates and supports channels to sell credit and check cards and other products in the media. And further analyses and evaluates sales, costs, methods and results to tune marketing and sales. The other responsibility is analysing business metrics and programme effectiveness to develop and refine all campaigns.
5.2.8 Chief Financial Officer
The chief financial officer directs the company’s budgets to meet its financial goals and overseeing the investment of funds, manage associated risks, supervise cash management activities, execute capital-raising strategies to support a firm’s expansion, and deal with mergers and acquisitions. Additionally, the officer directs the preparation of financial reports, such as income statements, balance sheets, and analyses of future earnings or expenses, that summarise and forecast the organisation’s financial position.
5.2.9. Chief Information Officer
The Chief Information Officer (CIO) has the principal responsibility for the company’s information management (IM) functions, responsible for setting the strategic direction, determining objectives, and supervising the company's communication command, control communications, and computers and information technology (IT) functions. The CIO provides administrative support for the company, including scheduling, event coordination, and other office logistics.
5.3.0. Chief Technology Officer
The chief technology officer (CTO) manages the firm’s systems function; including organising, directing, controlling and overseeing the strategic planning, implementation and overall operation of information systems for the firm. The CTO initiatives and ensures the effective, efficient and secure operation of all technology. The officer builds the required technical staff to support the execution of the firm’s strategic plan and develops strategic plans identifying Information Technology applications and creates a plan to ensure alignment of current systems, tools and processes to support business plans of the company.
5.3.1. Strategic and Business Development General Manager
The strategic and business development manager is mainly responsible for identifying and executing the marketing strategic activities to further the company’s commercial business interest through different methods, such as emerging market strategy, customer segment specific go-to-market approaches, distribution/ channel strategy and management among others. The manager plans the business model, blueprint and other marketing means to formulate the business development ideas for the company’s commercial divisions. The staff is also in charge of developing the special business development projects and implementing alliances, partnerships and other projects to support the company’s expansion in the country.
5.3.2. General Manager Zambian Operations
The general manager for Zambian operations supervises a high performance team from the various operational and functional areas like maintenance and improvement of the current infrastructure in support of enhanced reliability and user service levels in the country. The manager also develops and manages appropriate policies and procedures to ensure the success of technology initiatives, quality assurance and control, contract administration, planning and assigning all necessary resources for project executions like personnel, equipment, materials and documentation
6.0. RATINGS
MultiChoice Zambia has been rated top in the provision of pay television and radio in the country by the Media Institute of Research (MIR) of South Africa. The pay television provider is ranked third in technological advancement after Sky and BKB. MIR uses telephone interviews, random surveys and research to arrive at the ratings. MIR used the scale of 1:1000 for each telephone all. This means each individual respondent represented 1,000 people in the country.
6.1. MAIN ADVERTISER
MultiChoice has a number of advertisers mainly in relation to the types of programming. Advertisers in the sports area slot adverts during games like Nike. Others who sponsor certain sports or leagues also slot adverts as panels during the games. Such companies include Barclays Bank, DHL, MTN, coca cola, among others. Most of these advertisers are multinational corporations (MNCs). Products (goods and services) of such conglomerates often target international markets. Other advertisers that have taken advantage of the broadcasting media of the pay television are those in the aviation industry like British Airwaves, Kenya Airways and others. Hoteliers add to main advertisers of the company’s types of the media, which include websites, print, television and radio. The internet is mainly utilised by those in business of cellular phones, I pods or vehicles.
7.0. TARGET AUDIENCE
MultiChoice targets different audiences in its advertising bouquets. Since its broadcasting goes beyond national boundaries, it targets people of different races, ethnic groups, and people of different demographics. Locally, the company has tried to evolve from being a preserve of the elite to the middle class Zambians in order to broaden its advertising base, but has not achieved much because most of the audiences in Zambia are not marketable to advertisers as they are not moneyed. The company has failed to scale down to low income earners because the equipment used in the industry is too expensive. The gap has thus been standing for sometime. It is partly because this that MultiChoice does not have an advertising department. The company uses Fulkrum as an advertising agency for adverts. Fulkrum initiates adverts, develop them use its creativity to package them and decide their placement in the media. MultiChoice just approves the advert before it is placed in the media the agency recommends as the most suitable for a particular advert.
7.1. FINANCIAL POSITION (BREAKING EVEN OR DROWNING)
MultiChoice has however managed to break even financially. The company’s subscription base has since reached all-time high level of more than 55, 000 in Zambia alone. The company has also evolved in the provision of new technological devices in the television industry to catch up with time. For example, through high definition decoders, MultiChoice will be offering internet services on television sets to its customers. The company has also managed to break the Asian market by opening a branch in China and Middle East.
8.0. TYPE AND SIZE OF TECHNOLOGY DEPRTMENT
The main type of technology for MultiChoice is digital. However, high definition technology has enabled it to split its huge technology department into two parts. The first platform comprise of broadcasting technology. This department receives different contents of broadcast material from channels like British Broadcasting Corporation, Cable News Network or Sky, which it receives through multi-pressing technology and re-broadcast via satellite. The second platform is the decoder centre. The decoder centre is responsible for the development of technology that is embedded in decoders and smart cards.
9.0. EXPANSION
MultiChoice has huge room for expansion in other forms of the media. It also aims it expanding into new markets both in the continent and other parts of the world. It recently entered the Asian market after opening a branch in India and China. It is further planning to integrate Information Communication Technology (ICT) into its media systems. Additionally, it is negotiating cellular phone service providers (Celtel and MTN) on how to cover 2010 World Cup to be held in South Africa. This will be done using the company’s DStv Mobile technological package. The technology will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.
9.1. RECOMMENDATIONS
For MultiChoice to achieve more of its set objectives; there is need to for more effort to be invested in the application of the already existing goals of enriching lives as it beliefs. There is need for the company to make adjustments if possible to in order to prove to its customers that it is living by its motto. This is because most of the company’s products have been for the elite, which does not augur with its philosophy of enriching lives through information as most audiences cannot afford what the company offers. Its product pricing does not take into account the income levels of the majority customers. There is need to design boutiques meant for the middle or low income earners. The pool of resources to be realised from such small units can be of great significance to the generation of revenue to the company than completely excluding them from its products. A comparison between the company’s subscription base of 55,000 and Zambia’s population of more than 12 million people shows that the company has not satisfied much of the market in the country.
There is need for MultiChoice to come up with special high definition decoders, smart cards and reception dishes of moderate price to cater for the middle and low income earners in the country. This would be in line with the company’s philosophy of enriching lives with information and other ways. Most of the audiences with the low economic status have not managed to access the products the company offers. The company has to break down its pricing of to meet the financial statuses of the majority Zambians. Such audiences can also be marketed to potential advertisers who provide goods and services affordable to them. The regional operations department needs to contextualise the company’s products in the Zambian conditions as those in the Indian and Portuguese markets and the Middle-East.
9.1.1. BUSINESS CONCEPT
The management of MultiChoice Zambia should explicitly re-examine what the purpose of the pay television is on the local information communication and entertainment scene. This purpose should be clearly identified to make it easier for potential and actual clients appraise how programmes of enriching lives are integrated in the Zambian market. The company’s mission statement and values should be an integral determinant of its response to challenges of enriching lives which the majority Zambians are faced with. MultiChoice has concentrated much on broadcasting programmes that are characterised by foreign content and most of its talent tapping and nurturing programmes has not meaningfully tapped the local talent in the country.
As a result, most of the products produced by the company and the customers should be compatible. MultiChoice should come up with products that capture much of its categories of its audience classifications. This therefore, means that the pay television provider should design conditions for opportunities that would be readily received by its target audiences and accepted as the norm of doing business with MultiChoice and thereby creating a unique identity for it.
9.1.2. MARKET RESEARCH AND ANALYSIS
MultiChoice’s market size needs to be measured again to determine whether it is growing, reducing or have remained static. The company is using the subscription base of 2004. With the coming of new competitors (Mr. Strong Technology and GTV) on the market, there is need to appraise how the company is fairing. Market conditions and characteristics should be carefully examined so that the right time of undertaking an activity or putting a new product on the market can be established in relation to prevailing conditions of the ground. This should also take into account the market trends and changes, targeting specific audience demographics so that specific products and services are packaged for those groups.
9.1.3. TECHNOLOGY DEPARTMENT
MultiChoice has to improve the infrastructure in the country to enable the company to handle most of the multi-pressing broadcasting technological systems which currently cannot be broadcast within the country due to lack of infrastructure for the equipment used for that technology. The technology department currently only re-broadcast the multi-pressed programmmes after them from the South African base, which makes its services a bit more expensive in the country compared to the prices charges for the same services in other countries. The company also has to train its personnel in certain types of technology that it cannot currently use locally due to the lack of those skilled personnel in the area.
10.0. SPECIAL FEATURES
10.1. HIV/AIDS MEDICAL SCHEME
MultiChoice has put in place the HIV and AIDS scheme. This scheme aims sensitising employees on the dangers of HIV and AIDS and also coordinate issues relating to the pandemic. The company has introduced a special account for those living positively to be withdrawing from the account to meet their daily medical bills and other dietary aspects that arise because of the medication they go through. To avoid stigma, the pass-word to the account is given to those who qualify to access the funds by the human resource personnel and they withdraw from the account secretly using automatic teller machines (ATM).
The scheme extends to spouses and children of employees. Employees whose spouses are living positively or their children are catered for in the medical scheme. The scheme also caters for other medical fees besides HIV and AIDS. On other medical fees, the scheme extends to employees’ dependants and workers. This is aimed at having a healthy workforce that improves efficiency and productivity of the company.
10.2. EMPLOYEE SHARE OWNERSHIP INITIATIVE
The company has an initiative of share ownership by its employees. Under this initiative, every employ is a shareholder in the company. It enables the employees to buy shares in the company by allocating a particular percentage of their salary to share buying. The objective of the initiative is to empower its employees economically. It also allows employees to have a saying in the operations of the company since the policies of the company equally affects their economic status. The initiative earns employees dividends, which they can invest in other areas of the economy hence contributing to the creation of employment in the country.
10.3. EDUCATION SCHEME
The education scheme provides funds for workers who need to go for further studies to improve their skills. This is in relation to the company’s philosophy of enriching lives. The scheme’s goals are to expand the level of specialised workforce especially that the company is in a very competitive market that has a fast changing technology. The workforce has to be update with the new technological dimensions in the gadgetry global world.
REFERENCES
Anderson B. (1997), Challenges of traditional broadcasters in Australia. http://gbmna.org/a.php?id=35.
Kasoma F. P. (1986), The Press in Zambia. Lusaka: Multimedia Publishers.
Sichone C. K. (2008), MultiChoice Sales and Marketing Manager. Lusaka: interview.
www.multichoice.co.za
www.dstv.com
Pay Television, which is also referred to as Cable Television delivers its signals either through cable, satellite or microwave to a subscriber-based (pay-for-service) audience. But although Pay Television started transmitting via cable, it proved very uneconomical for populations outside cities because it depended on the physical laying of cables. Therefore, satellites and microwaves were later introduced for transmitting signals to a hub before the signals could be delivered by cable to subscribers. However, much more recently, Direct Broadcasting by Satellite (DBS) started to transmit signals direct to subscribers by satellite with the use of receiving dishes purchased by individual households, (Anderson 1997).
1.1.HISTORY OF PAY TELEVISION
The emergency of Pay Television started in the 1970s, although its history via cable dates back to the early 1930s. The British Rediffusion Company is credited for developing twisted pair of cables to carry television signals to subscribers’ homes beyond London and the similar technology continued throughout the 1950s in other parts of the world.
Pay Television, unlike traditional free-to-air broadcasting has been used to deliver television services to homes of viewers on a payment-for-service basis. Its advantages over free-to-air broadcasting are that it has more channels and therefore provides a greater consumer choice and in many cases it caters for consumers with special interests by broadcasting niche channels and programmes to them, which are un-commercial on behalf of free-to-air networks. As a result, Pay Television provides a greater choice of both programmes and channels than network programming.
1.2. HISTORY OF MULTICHOICE
MultiChoice Zambia was launched in September 1995 as a joined venture with Zambia National Broadcasting Corporation. From small beginnings as part of one of the first pay-Television channels to launch outside the United States, MultiChoice has grown into a successful pay television business. It began on the African continent in South Africa in 1986 when M-Net was founded as one of the first two subscription television services outside the United States. Later, MultiChoice was incorporated to M-Net to provide subscriber management services for pay television bouquets.
1.3. POLITICAL AND ECONOMIC INFLUENCE MULTICHOICE STARTED UNDER
In Zambia, the freeing of the airwaves in the 1990s due to financial pressures on the state broadcaster, Zambia National Broadcast Corporation (ZNBC) combined with local and international lobby groups saw the entry of Pay Television in the system. The first Pay Television that took advantage of the liberalisation of the airwaves in Zambia was MultiChoice Zambia. Prior to the liberalisation of airwaves, broadcasting was the preserve of the government, the owner of ZNBC. The corporation (ZNBC) was established under the ZNBC Act of 1987 -a principal piece of legislation that governed broadcasting and establishing ZNBC as the sole broadcaster in the country.
MultiChoice entered the Zambian market during the country’s economic transition from state control to the liberal system driven by market forces of demand and supply. This climate was conducive for the company to break even in providing pay television services. However, there was a problem on regulation and share-ownership as the law stipulated that ZNBC was to hold 30% shares in the company. This was meant to minimise the competition on the national broadcaster and for ZNBC to regulate the pay television provision. The pressure of regulation worsened prior to the 1996 elections that the company’s subscription base was stack at 14,000 up to 2001 when it tremendously rose to the current 55,000.
Backed by the exceptional expertise of the holding company MultiChoice Investment Holdings (MIH) and the parent company Naspers Group; MultiChoice has become one of the most prominent companies in the global MIH incorporated. The company has 34 channels and uses its well-established position in the television broadcasting sector, to offer the following brands:
Digital Satellite Television (DStv) - This provides digital satellite broadcasting services to billions of customers’ world over provided they have receiving dishes. DStv, with a mood and motto; “DStv, so much more”, works on the principal that no two people are exactly alike. Therefore, MultiChoice, through DStv provides a broad spectrum of entertainment and information and offers customers various bouquets to suit their tastes and their pockets.
M-Net- It is another brand, MultiChoice offers its clients. M-Net with the mood and motto “M-Net, where magic leaves” is a pioneer in the Pay Television industry in Southern Africa since it was founded just over twenty years ago. It prides itself on providing premium international and local entertainment to its viewers, and its high quality and award-winning South African programmes, Carte Blanche, Binnelanders, Jacobs Cross and Egoli being just a few. To make the magic happen! M-Net provides the following channels: M-Net Movies and Series, M-Net Stars and Action, Africa Magic, kykNET, Medium Karaoke (MK), GO Music, K All Day (kids all day for kids programming), Channel O and Magic World.
Super Sport- Super Sport provides comprehensive coverage of local and global sports broadcast over the company’s seven dedicated channels. The seven channels broadcast sports of different types often at the same time, a customer choices the channel to watch a will.DStv Mobile- This is the company’s newest brand. It is one of the developing technologies that will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.
Oracle- This is an Airtime Sales that handles terrestrial as well as satellite commercial airtime sales and on-air sponsorship across a variety of dynamic media brands. Advertisers can buy advertising space using this system online and making payments without visiting a MultiChoice branch.
2.0. GOALS AND OBJECTIVES
v To enrich lives via provision of quality home entertainment through updated technological advancements.
v To improve people’s knowledge through information.
v To develop technology beyond pay television through the provision of high definition decoders that offer internet and information in the most efficient way.
v To help in-country broadcasting and proper nurturing of the local best talent.
v To acquire channels from local, African and international channel suppliers
v To group channels according to genres beyond continental borders.
To meet its objectives and goals, of enriching lives through innovative delivery of compelling digital media content, MultiChoice has terrestrial analogue and digital direct-to-home satellite television platforms and other sky rocketing gadgetry of the global village. It thrives to achieve this either through Pay Television, the Internet, high definition decoders and other devices on the digital horizon. This can happen anywhere, be it in a city or in a remote village as satellite technology has fewer boundaries. Mobile phones supplement the other types of digital media. These digital media contents can be for millions of people, to one person or to someone the company does not know.
The existing analogue system has been around for 20 years, delivering the main M-Net entertainment channels and Community Services Network (CSN). The analogue system uses more than 172 transmitter sites to deliver content to most parts of in the Southern Africa region. Via its three different satellite broadcasting platforms, MultiChoice imports channels from all over the world some of which are in different languages, the most common ones being Indian and Portuguese. These are packaged with local channels originating in the countries in which the company operates, to form compelling entertainment bouquets for subscribers.
The company’s audience includes urbanites and those in the far flung areas since the kind of technology it uses goes beyond borders. It reaches anywhere where there is a reception dish. These audiences cut across all races, ethnic groups and nationalities.
3.0. OWNERSHIP
MultiChoice is a private company owned by Naspers Group of Companies, a United States of American firm. The holding company of MultiChoice is MIH. The headquarters of MIH is based in New York. The headquarters coordinates the management of the firm’s subsidiaries in several parties of the world. In Africa, the headquarters for MultiChoice is based in South Africa where most of the programming is coordinated since 1986 when pay television entered the African market.
3.1. IDENTITY
It is of geographical interest by nature. Recently, it has broken through the Middle East market and Chinese. Other markets the company has spread its coverage are India and Portugal.
MULTICHOICE GROUP STRUCTURE
Electronic Media
Print Media
NASPERS GROUP
Pay Television
Internet
News, Magazines and Print
Books and
Education
M I H
M-WEB (Africa, China, Thailand and Indonesia)
4.0. MOOD AND FORMAT
MultiChoice is both a terrestrial analogue and digital direct-to-home satellite pay television provider, whose mood\motto is “Enriching Lives.” Using the digital system via satellite, MultiChoice has several programming types. The common ones are breakfast shows, mid-morning shows, afternoon drive, prime time and late night shows under television. Within these programming types are All-News (British Broadcasting Corporation, Cable News Network\Aljazeera), All-Music (especially Channel O), and All-Sports (Super Sport 1, 2 and 3) among others. As a pay television, the company has a lot of brands in its boutiques mainly driven by demand.
Although MultiChoice is driven by satellite, its operations are anchored by three satellite platforms due to geographical factors and types of satellites used for each programming. I57 Satellite covers only Southern Africa while W4 beams the whole African continent with sports programmes. W4 has a satellite dish of 9.7cm. C-Band is the third satellite, which covers the whole African content in all the company’s programmes including parts of Middle East. C-Band uses a 1.8m dish, which is the strongest in transmission of signals.
4.1. TYPICAL WEEKEND CLOCK FOR THE MULTICHOICE
4.1.0. a. SATURDAY (Channel 254)
The typical weekend of Channel 254 is on appendix 1a insert. Channel 254 is a history channel. It broadcasts well researched informative programmes on various global topics ranging from natural science to religion and great achievers in different set-ups. It also broadcasts scientific under-covers like cluster bombs, nuclear weapon development and the evolution of the world and other secretive issues. Some of the programming goes into the intricacies of wild beasts of the world. The prime time for the channel starts at 18: 00 hours up to 22:00 hours.
4.1.0. b. PRIME TIME (Channel 407).
Appendix 1b below shows the prime time of Channel 407. Channel 407 is the South African Broadcasting Corporation (SABC Africa). The channel mainly broadcasts African programmes from a collection of different countries. Although the channel is a 24:00 hour basis, it is prime time starts at 16:00 hours. This is the time when most of the households are back from work and can be reached with attractive programmes that are saleable to potential and actual advertisers.
4.1.1. REFLECTION OF CLOCKS TO FORMAT AND MOOD
The clocks reflects format the company claims it lives by. They show that there are various types of programming offered to customers at different platforms throughout the day. Those programmes that are dedicated to all-news have lived by that like BBC. Those that are all-music like Channel O have a provable track record in that area.
The mood of enriching lives through the provision of information is also reflected by the programming of the company. The company has channels that are specifically dedicated in that area like the history channel of platform 254. M-net has also been dedicated to talent identification and breeding, which is one of the company goals. Some of the programmes found M-Net devoted at talent identification are idols, where youths who can sing are tapped from different parts of the world and go through auditions in order to skeet those with the best talent. Such talents are brood and nurtured to some level when the individual is empowered to stand of their own and use their talent for sustenance.
5.0. STRUCTURES OF MULTICHCOICE
The company has two structures; a board and management structures. The board is headed by a chairperson and nine board members, while Chief Executive Officer (CEO) heads the management structure.
BOARD STRUCTURE
Board Chairperson
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board MemberThe MultiChoice Board provides continuity of the company by setting up a corporate or legal existence of the company, and representing the company's point of view through interpretation of its products and services, and advocating for them to improve on corporate image. It also selects and appoints a chief executive officer (CEO) to whom responsibility for the administration of the organisation is delegated. The board also reviews and evaluates the CEO’s performance regularly on the basis of specific job descriptions, including executive relations with the board, leadership in the company, in programme planning and implementation, and in management of the company and its personnel. It further offers administrative guidance and determines whether to retain or dismiss the CEO depending on the performance exhibited by the officer in relation to responsibilities and job description and the company goals and beliefs. The other function is to govern the company policies and objectives, formulated and agreed upon by the CEO and employees, including the assignment of priorities to ensure that the company has the capacity to carry out programmes by continually reviewing its work and progression rate and ratings in the business. This involves accounting to the shareholders for the products and services of the company and expenditures of its funds.
Chief Executive Officer MANAGEMENT STRUCTURE
General Manager Zambian Operations
Marketing and Sales Director
General Manager Content
General Manager New Media
General Manager Strategic
And Business Development
General Manager Corporate Affairs
Chief Technology Officer
General Manager Regulatory Affairs
Chief Information Officer
General Manager Human Resource
Chief Financial Officer
5.2.0. FUNCTIONS OF MANAGEMENT PERSONNEL
5.2.1. Chief Executive Officer (CEO)
The CEO is primarily responsible for carrying out strategic plans and policies as established by the board of directors. The officer reports to the board of directors, and establishes primary goals of the Board, maintenance of status quo, evaluation and recommendations or takes charge through implementation of new plans. The CEO advices the Board, and advocates/promotes company and stakeholder change related to the firm’s mission. Further, the CEO supports and motivates employees and ensures the staff and Board has sufficient and up-to-date information about the company operations. The officer interfaces between Board and employees and the community. And formulates policies and planning recommendations to the Board and guides courses of action in operations by staff. The CEO also oversees the operations of the company and implements its plans and manages financial and physical resources.
5.2.2. General Manager Human Resource (HR)
The human resource manager decides what staffing the company needs, the personnel available and whether to use independent contractors or hire employees to fill missing needs. The manager recruits the best employees, ensuring they are high performers, dealing with performance issues, and ensuring the personnel and management practices conform to various regulations. In addition, the HR ensures that employees have and are aware of personnel policies, which conform to the company philosophy.
5.2.3. Regulatory Affairs Manager (RA)
The regulator affairs manager prepares regulatory submissions for new products and product changes to ensure timely approvals for market release. The manager is responsible for assembling document packages for regulatory submissions, Technical Files and Design Dossiers, Shonin and Ichihen and internal letters to file. Additionally, the RA prepares technical information for device license/registration as defined by country specific requirements. The RA also provides support to currently marketed products as necessary including: reviewing of engineering changes, labeling, promotional material, product changes and documentation for changes requiring government approval.
5.2.4. Corporate Affairs Manager
The corporate affairs manager keeps abreast of relevant issues that affect the industry and coordinates with internal business partners to develop position statements that can be deployed across the company. And develops and implements crisis communication plans that address internal and external audiences. Works closely with government and community to coordinate messages and leverage key activities. Further, develops and implements strategies for communicating and supporting special projects and initiatives. Also develops communication and media strategies to leverage community affairs, charitable donations, and cause-related marketing programmes.
5.2.5. New Media Managers
The new manager looks for innovative and flexible ways of working with partners, customers and audiences in the new cutting edge of technology. They support new media into a high-performing communications function delivering external communications at all levels and through all channels. To communicate with its audiences, the Communications Division plan to maximise the usage of 'new media' opportunities - by creating fresh channels, and, where appropriate, speak direct to the company’s customers through direct media. The new media manager delivers and develops the strategies that seek-out new opportunities to deliver MultiChoice policies through clear targeting of customers.
5.2.6. Content Manager
The content manager is responsible for executing technologies and enterprise solutions and provides educational information for Information Technology (IT) managers, system architects, and technically oriented business and projects. S/he tracks on content technology that is strategic to all industries and IT infrastructures. The manager also monitors and controls rich content data, for example, information associated with complex products found in aerospace and electronics, such as digital assets used in training, brand marketing, and media applications.
5.2.7. Marketing and Sales Director
The marketing and sales director builds awareness and generates demand for the company’s products and services. The director plans, implements, and measures marketing and sales activities. Other responsibilities are developing and executing strategies and plans to fulfill sales goals in line with the company goals. The director stimulates and supports channels to sell credit and check cards and other products in the media. And further analyses and evaluates sales, costs, methods and results to tune marketing and sales. The other responsibility is analysing business metrics and programme effectiveness to develop and refine all campaigns.
5.2.8 Chief Financial Officer
The chief financial officer directs the company’s budgets to meet its financial goals and overseeing the investment of funds, manage associated risks, supervise cash management activities, execute capital-raising strategies to support a firm’s expansion, and deal with mergers and acquisitions. Additionally, the officer directs the preparation of financial reports, such as income statements, balance sheets, and analyses of future earnings or expenses, that summarise and forecast the organisation’s financial position.
5.2.9. Chief Information Officer
The Chief Information Officer (CIO) has the principal responsibility for the company’s information management (IM) functions, responsible for setting the strategic direction, determining objectives, and supervising the company's communication command, control communications, and computers and information technology (IT) functions. The CIO provides administrative support for the company, including scheduling, event coordination, and other office logistics.
5.3.0. Chief Technology Officer
The chief technology officer (CTO) manages the firm’s systems function; including organising, directing, controlling and overseeing the strategic planning, implementation and overall operation of information systems for the firm. The CTO initiatives and ensures the effective, efficient and secure operation of all technology. The officer builds the required technical staff to support the execution of the firm’s strategic plan and develops strategic plans identifying Information Technology applications and creates a plan to ensure alignment of current systems, tools and processes to support business plans of the company.
5.3.1. Strategic and Business Development General Manager
The strategic and business development manager is mainly responsible for identifying and executing the marketing strategic activities to further the company’s commercial business interest through different methods, such as emerging market strategy, customer segment specific go-to-market approaches, distribution/ channel strategy and management among others. The manager plans the business model, blueprint and other marketing means to formulate the business development ideas for the company’s commercial divisions. The staff is also in charge of developing the special business development projects and implementing alliances, partnerships and other projects to support the company’s expansion in the country.
5.3.2. General Manager Zambian Operations
The general manager for Zambian operations supervises a high performance team from the various operational and functional areas like maintenance and improvement of the current infrastructure in support of enhanced reliability and user service levels in the country. The manager also develops and manages appropriate policies and procedures to ensure the success of technology initiatives, quality assurance and control, contract administration, planning and assigning all necessary resources for project executions like personnel, equipment, materials and documentation
6.0. RATINGS
MultiChoice Zambia has been rated top in the provision of pay television and radio in the country by the Media Institute of Research (MIR) of South Africa. The pay television provider is ranked third in technological advancement after Sky and BKB. MIR uses telephone interviews, random surveys and research to arrive at the ratings. MIR used the scale of 1:1000 for each telephone all. This means each individual respondent represented 1,000 people in the country.
6.1. MAIN ADVERTISER
MultiChoice has a number of advertisers mainly in relation to the types of programming. Advertisers in the sports area slot adverts during games like Nike. Others who sponsor certain sports or leagues also slot adverts as panels during the games. Such companies include Barclays Bank, DHL, MTN, coca cola, among others. Most of these advertisers are multinational corporations (MNCs). Products (goods and services) of such conglomerates often target international markets. Other advertisers that have taken advantage of the broadcasting media of the pay television are those in the aviation industry like British Airwaves, Kenya Airways and others. Hoteliers add to main advertisers of the company’s types of the media, which include websites, print, television and radio. The internet is mainly utilised by those in business of cellular phones, I pods or vehicles.
7.0. TARGET AUDIENCE
MultiChoice targets different audiences in its advertising bouquets. Since its broadcasting goes beyond national boundaries, it targets people of different races, ethnic groups, and people of different demographics. Locally, the company has tried to evolve from being a preserve of the elite to the middle class Zambians in order to broaden its advertising base, but has not achieved much because most of the audiences in Zambia are not marketable to advertisers as they are not moneyed. The company has failed to scale down to low income earners because the equipment used in the industry is too expensive. The gap has thus been standing for sometime. It is partly because this that MultiChoice does not have an advertising department. The company uses Fulkrum as an advertising agency for adverts. Fulkrum initiates adverts, develop them use its creativity to package them and decide their placement in the media. MultiChoice just approves the advert before it is placed in the media the agency recommends as the most suitable for a particular advert.
7.1. FINANCIAL POSITION (BREAKING EVEN OR DROWNING)
MultiChoice has however managed to break even financially. The company’s subscription base has since reached all-time high level of more than 55, 000 in Zambia alone. The company has also evolved in the provision of new technological devices in the television industry to catch up with time. For example, through high definition decoders, MultiChoice will be offering internet services on television sets to its customers. The company has also managed to break the Asian market by opening a branch in China and Middle East.
8.0. TYPE AND SIZE OF TECHNOLOGY DEPRTMENT
The main type of technology for MultiChoice is digital. However, high definition technology has enabled it to split its huge technology department into two parts. The first platform comprise of broadcasting technology. This department receives different contents of broadcast material from channels like British Broadcasting Corporation, Cable News Network or Sky, which it receives through multi-pressing technology and re-broadcast via satellite. The second platform is the decoder centre. The decoder centre is responsible for the development of technology that is embedded in decoders and smart cards.
9.0. EXPANSION
MultiChoice has huge room for expansion in other forms of the media. It also aims it expanding into new markets both in the continent and other parts of the world. It recently entered the Asian market after opening a branch in India and China. It is further planning to integrate Information Communication Technology (ICT) into its media systems. Additionally, it is negotiating cellular phone service providers (Celtel and MTN) on how to cover 2010 World Cup to be held in South Africa. This will be done using the company’s DStv Mobile technological package. The technology will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.
9.1. RECOMMENDATIONS
For MultiChoice to achieve more of its set objectives; there is need to for more effort to be invested in the application of the already existing goals of enriching lives as it beliefs. There is need for the company to make adjustments if possible to in order to prove to its customers that it is living by its motto. This is because most of the company’s products have been for the elite, which does not augur with its philosophy of enriching lives through information as most audiences cannot afford what the company offers. Its product pricing does not take into account the income levels of the majority customers. There is need to design boutiques meant for the middle or low income earners. The pool of resources to be realised from such small units can be of great significance to the generation of revenue to the company than completely excluding them from its products. A comparison between the company’s subscription base of 55,000 and Zambia’s population of more than 12 million people shows that the company has not satisfied much of the market in the country.
There is need for MultiChoice to come up with special high definition decoders, smart cards and reception dishes of moderate price to cater for the middle and low income earners in the country. This would be in line with the company’s philosophy of enriching lives with information and other ways. Most of the audiences with the low economic status have not managed to access the products the company offers. The company has to break down its pricing of to meet the financial statuses of the majority Zambians. Such audiences can also be marketed to potential advertisers who provide goods and services affordable to them. The regional operations department needs to contextualise the company’s products in the Zambian conditions as those in the Indian and Portuguese markets and the Middle-East.
9.1.1. BUSINESS CONCEPT
The management of MultiChoice Zambia should explicitly re-examine what the purpose of the pay television is on the local information communication and entertainment scene. This purpose should be clearly identified to make it easier for potential and actual clients appraise how programmes of enriching lives are integrated in the Zambian market. The company’s mission statement and values should be an integral determinant of its response to challenges of enriching lives which the majority Zambians are faced with. MultiChoice has concentrated much on broadcasting programmes that are characterised by foreign content and most of its talent tapping and nurturing programmes has not meaningfully tapped the local talent in the country.
As a result, most of the products produced by the company and the customers should be compatible. MultiChoice should come up with products that capture much of its categories of its audience classifications. This therefore, means that the pay television provider should design conditions for opportunities that would be readily received by its target audiences and accepted as the norm of doing business with MultiChoice and thereby creating a unique identity for it.
9.1.2. MARKET RESEARCH AND ANALYSIS
MultiChoice’s market size needs to be measured again to determine whether it is growing, reducing or have remained static. The company is using the subscription base of 2004. With the coming of new competitors (Mr. Strong Technology and GTV) on the market, there is need to appraise how the company is fairing. Market conditions and characteristics should be carefully examined so that the right time of undertaking an activity or putting a new product on the market can be established in relation to prevailing conditions of the ground. This should also take into account the market trends and changes, targeting specific audience demographics so that specific products and services are packaged for those groups.
9.1.3. TECHNOLOGY DEPARTMENT
MultiChoice has to improve the infrastructure in the country to enable the company to handle most of the multi-pressing broadcasting technological systems which currently cannot be broadcast within the country due to lack of infrastructure for the equipment used for that technology. The technology department currently only re-broadcast the multi-pressed programmmes after them from the South African base, which makes its services a bit more expensive in the country compared to the prices charges for the same services in other countries. The company also has to train its personnel in certain types of technology that it cannot currently use locally due to the lack of those skilled personnel in the area.
10.0. SPECIAL FEATURES
10.1. HIV/AIDS MEDICAL SCHEME
MultiChoice has put in place the HIV and AIDS scheme. This scheme aims sensitising employees on the dangers of HIV and AIDS and also coordinate issues relating to the pandemic. The company has introduced a special account for those living positively to be withdrawing from the account to meet their daily medical bills and other dietary aspects that arise because of the medication they go through. To avoid stigma, the pass-word to the account is given to those who qualify to access the funds by the human resource personnel and they withdraw from the account secretly using automatic teller machines (ATM).
The scheme extends to spouses and children of employees. Employees whose spouses are living positively or their children are catered for in the medical scheme. The scheme also caters for other medical fees besides HIV and AIDS. On other medical fees, the scheme extends to employees’ dependants and workers. This is aimed at having a healthy workforce that improves efficiency and productivity of the company.
10.2. EMPLOYEE SHARE OWNERSHIP INITIATIVE
The company has an initiative of share ownership by its employees. Under this initiative, every employ is a shareholder in the company. It enables the employees to buy shares in the company by allocating a particular percentage of their salary to share buying. The objective of the initiative is to empower its employees economically. It also allows employees to have a saying in the operations of the company since the policies of the company equally affects their economic status. The initiative earns employees dividends, which they can invest in other areas of the economy hence contributing to the creation of employment in the country.
10.3. EDUCATION SCHEME
The education scheme provides funds for workers who need to go for further studies to improve their skills. This is in relation to the company’s philosophy of enriching lives. The scheme’s goals are to expand the level of specialised workforce especially that the company is in a very competitive market that has a fast changing technology. The workforce has to be update with the new technological dimensions in the gadgetry global world.
REFERENCES
Anderson B. (1997), Challenges of traditional broadcasters in Australia. http://gbmna.org/a.php?id=35.
Kasoma F. P. (1986), The Press in Zambia. Lusaka: Multimedia Publishers.
Sichone C. K. (2008), MultiChoice Sales and Marketing Manager. Lusaka: interview.
www.multichoice.co.za
www.dstv.com
Subscribe to:
Posts (Atom)
