Pan African Christian University College

Learning laparoscopic surgery in LMICs is hindered by the dearth of technically skilled surgeons. A self-directed, low-cost simulation-based training could bridge this gap. To evaluate the effectiveness of such a program, we assessed the differences in knowledge, laparoscopic skills, and self-ratings between simulation-trained and simulation-naive residents. This study involved Cameroonian surgery residents from a program with 3years of laparoscopic simulation training on the ALL-SAFE platform (Group A) and residents from another training program without simulation exposure (Group B). All participants completed cognitive and psychomotor portions of a novel case-based laparoscopic cholecystectomy module. We used Kruskal-Wallis tests to compare the groups' pre- and post-training test scores, confidence and competence, time to task, and psychomotor skill via checklist and global assessments of submitted videos. Twenty-six participants, including 14 in Group A and 12 in Group B, completed the module. Both groups reported similar pre-course confidence (p≥0.63) and competence (p≥0.21). They also had similar pretest scores, but Group A's posttest scores were improved (M=89.29 and p=0.005) over B's (M=77.50 and p=0.28). Group B checklist scores trended slightly lower (p=0.22) and significantly lower on global assessment (p<0.001). Group A's mean task completion time was 28.46 (12.00) minutes whereas group B's was 51.83 (16.36); p<0.001, and d=1.41. Group B self-ratings were higher than peers' ratings, whereas Group A self-ratings were similar or lower; p=0.02, and r=0.35. Long-term simulation-based training improved cognitive and psychomotor skills, suggesting that a self-directed, low-cost simulation-based training may help learners develop proficiency in laparoscopy.

The purpose of this study was to explore how various schools of thought in organizational theory can assist organizations in highlighting the challenges they face and prescribing suitable structures to deal with those challenges. The research methodology used for this study was a literature review. The researcher reviewed the literature on organizational theory, with a focus on the various schools of thought that exist within this field. The researcher also reviewed the literature on the challenges facing organizations in the modern world. The findings of the study suggest that the various schools of thought in organizational theory can offer valuable insights into the challenges facing organizations and the means by which to deal with them. The researcher found that the following schools of thought are particularly relevant to the challenges facing organizations in the modern world: Contingency theory argues that the most effective organizational structure is contingent on the specific environment in which the organization operates. Resource-based view argues that organizations should structure themselves in a way that maximizes their use of their unique resources and capabilities. Institutional theory argues that organizations are influenced by the institutions in their environment, such as the legal system and the culture. The conclusion of the study is that organizations can benefit from considering the various schools of thought in organizational theory when designing their structures. By doing so, organizations can better align their structures with the challenges they face and the goals they seek to achieve. The researcher recommends that organizations use a contingency approach when designing their structures. This means that organizations should consider the specific environment in which they operate, as well as their unique resources and capabilities, when making decisions about their structure. Organizations should also be aware of the institutional factors that may influence their structure.

Purpose. The paper explores leadership in the face of cross-cultural differences in the management of agricultural projects in Africa. Cross-cultural differences are a result of the diversity of cultures. The differences are especially in behaviors, attitudes, functioning, and communication in the management of agricultural projects across Africa.&#x0D; Results. Cultural varieties are observed in the leadership of agricultural projects based on the leadership style of the manager or leader. The leadership styles range from servant leadership, and charismatic to transformational leadership, these differences sometimes cause conflicts. The culture of the community or society has an effect on the management of agricultural projects as well. This is witnessed in the case of individualistic versus collectivistic societies; these two cultures bring about cross-cultural leadership differences. Misunderstandings arise due to their different beliefs, backgrounds, or values. To address cross-cultural differences, both the leader and follower must do something, for a greater impact on agricultural projects in Africa.&#x0D; Scientific novelty. The paper highlights that cultural intelligence has a great deal of impact in management of agricultural projects in Africa. However, cross cultural leaders in this space need to demonstrate cultural intelligence beyond linguistic intelligence to have interpersonal, intrapersonal and spatial intelligence to effectively deliver in the cross-cultural agricultural world.&#x0D; Practical value. This paper entails ideas that will help leaders of agricultural projects in Africa overcome cross cultural difference for effective management of the projects. The followers also have a role to play in managing cross cultural difference so to achieve greater impact in agriculture projects in Africa. Flexible leadership and culturally sensitivity while promoting creativity and motivation there will be great achievement to project goals. To achieve great success in a cross-cultural environment, mutual respect, leadership and effective cross-cultural communication is required.

This article outlines how the transformational leadership style impacts organizational performance; the relationship between individual consideration and organizational performance (OP) in Kenyas Savings and Credit Co-operative (SACCO) movement.

This study investigates the significance and effects of ethnocentrism in the Kenyan society. The usual concept of ethnocentrism combines the belief that one’s culture is superior to other cultures with the practice of judging other cultures as inferior to one’s own culture. This concept does not address the underlying issue of why people do this but emphasizes that people make false assumptions based on their own limited experience about others. Ethnocentrism is a major reason for divisions amongst members of different ethnicities, races, and religious groups in a society. Kenya is a multi-ethnic society with more than 40 ethnic groups. Historically, members of Kenya’s ethnic groups co-existed, traded and intermarried often in symbiotic relationships between pastoralists and agricultural communities. With the advent of the multiparty democracy in 1991, Kenya has experienced a series of ethnic and political conflicts. This is a theoretical study based on descriptive analysis of the widely available literature on ethnocentrism and related concepts. The key finding of the study is that the effects of ethnocentrism on the Kenyan society have a two-fold perspective. One, Ethnocentrism has acted as medium rather than a cause of ethno-political conflicts the country has experienced. The main cause of these conflicts is the interaction between ethnocentrism and socioeconomics. Two, ethnocentrism has adversely affected socioeconomic development of the country especially during the ‘Nyayo’era through the mismanagement of national resources. Key words: Ethnocentrism, multi-ethnic society, ethnopolitical behaviour, socioeconomics and national resources.