Monday, May 25, 2026
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Ethiopian Premier League season resumes at Diredawa

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Ethiopian Premier League 2023 season is back in action over the weekend after nearly two months break due to international fixtures. With the first round third phase five fixtures to take place at Diredawa stadium, all sixteen sides are already on the move to the famous city.
If you forgot how things are before the break, here is a brief refresher: back to the top tier after eight years Ethiopia Insurance alias Medin sits atop one point clear of second and third place Kidus Giorgis and Baherdar while Arbaminch, Ethio-Electric and Legetafo Ketema in serious struggle to stay afloat of the relegation zone.
Two wins and a draw in the last three outings, in top form Medin faces 11th place Adama Ketema that lost 3-0 to Ethiopia Bunna before going to the break. Medin leads the pack with 26 points from 13 matches.
Two wins, two draws and a single defeat in the past five matches third place Baherdar Ketema entertains sixth place with 19 points Hawassa Ketema while 9th place Wolkite Ketema visits 5th place Wolayta Dicha.
Lucky to get the chance of hosting the third phase five fixtures Diredawa Ketema is expected to be back to winning style in front of home supporters. Two defeats in a row, the break was a good omen to Coach Yordanos Abay famous for his players’ handling and tactical knowhow. Diredawa is 7th with 18 points while the visitors Arbaminch Ketema are in poor performance having one win in five matches in a row.
Newly appointed Coach Ashenafi Bekele’s derby match at Fasil Ketema is against relegation threatened Ethio-Electric.10th in the table and five consecutive matches without a win, Ashenafi is going to Diredawa in a must win situation for this is best opportunity to put his signature in bold color.

The Economics of The Silk Road and The Roman Route

Scores of history books recorded that the Silk Road was a network of trade routes connecting the East and the West in ancient and Medieval times. The term is used for both overland routes and those that are marine. The Silk Road involved three continents: Europe, Africa and Asia.
In addition to silk, a wide range of other goods was traded along the Silk Road, and the network was also important for migrants and travellers, and for the spread of religion, philosophy, science, technology, and artistic ideals. The Silk Road had a significant impact on the lands through which the routes passed, and the trade played a significant role in the development of towns and cities along the Silk Road routes.
Many merchants along the Silk Road were involved in relay trade, where an item would change owners many times and travel a little bit with each one of them before reaching its final buyer. It seems to have been highly unusual for any individual merchant to travel all the way between China and Europe or Northern Africa. Instead, various merchants specialized in transporting goods through various sections of the Silk Road.
Perhaps the most lasting legacy of the Silk Roads has been their role in bringing cultures and peoples in contact with each other, and facilitating exchange between them. On a practical level, merchants had to learn the languages and customs of the countries they travelled through, in order to negotiate successfully. Cultural interaction was a vital aspect of material exchange. Moreover, many travellers ventured onto the Silk Roads in order to partake in this process of intellectual and cultural exchange that was taking place in cities along the routes.
Knowledge about science, arts and literature, as well as crafts and technologies was shared across the Silk Roads, and in this way, languages, religions and cultures developed and influenced each other. One of the most famous technical advances to have been propagated worldwide by the Silk Roads was the technique of making paper, as well as the development of printing press technology. Similarly, irrigation systems across Central Asia share features that were spread by travellers who not only carried their own cultural knowledge, but also absorbed that of the societies in which they found themselves.
According to several historical accounts, indeed, the man who is often credited with founding the Silk Roads by opening up the first route from China to the West in the 2nd century BC, General Zhang Qian, was on a diplomatic mission rather than a trading expedition. Sent to the West in 139 BC by the Han Emperor Wudi to ensure alliances against the Xiongnu, the hereditary enemies of the Chinese, Zhang Qian was captured and imprisoned by them. Thirteen years later he escaped and made his way back to China. Pleased with the wealth of detail and accuracy of his reports, the emperor sent Zhang Qian on another mission in 119 BC to visit several neighbouring peoples, establishing early routes from China to Central Asia.
Despite all these, some historian seriously argued that the Silk Road’s historical importance has been vastly exaggerated. It was the sea that was the most important link between east and west. There must be a thousand books about the Silk Road. But as its latest biographer Valerie Hansen writes: “The ‘road’ was not an actual ‘road’ but a stretch of shifting, unmarked paths across massive expanses of deserts and mountains. The quantity of cargo transported along these treacherous routes was small. The most active parts were within central Asia and to Persia and Arabia. In terms of volume of long distance trade, the sea has always been of vastly greater importance. According to one Roman estimate, it was twenty-seven times more expensive to move goods by land than by water. In addition, land routes were more susceptible to wars and disorder. As for the so-called Silk Road silk arriving in Rome most likely came either from central Asia or India, not China”.
Evidence of some trade between the Mediterranean, Egypt, the Gulf, India and eastward can be traced way back before the current era. But it was Rome’s conquest of Egypt that led to development of massive trade with India, with an estimated hundred ships a year with cargo capacity of 200 tons or more leaving the Roman red sea ports for Africa and India. But this was not high value goods. Rome’s imports included special types of marble as well as spices, gems and other luxuries. Wine and glass were leading exports. The trade generated much tax revenue for the Roman treasury but a trade deficit also drained the empire of silver. Indian traders at the time were already familiar with the Malay peninsula and Sumatra to the east, known as the land of gold, Suvarnabhumi in Sanskrit or Chryse to the Greek traders.
A first century document written in Greek referred to very large ships trading between India and Chryse. Ptolemy’s second century map, which served as the West’s main source of geography for the next 1300 years, clearly denoted the peninsula and some locations on it. Romans also noted sailing “rafts,” a reference to the outrigger vessels common throughout the archipelago, and that the boats of the region were sewn in which the the planks joined together with fibers.
History well recorded the fact that the first Roman known to have reached China arrived in 166 CE almost certainly by sea as he brought gifts of rhino horn and ivory. Another arrived by sea in 226 CE near Haiphong, Vietnam, then under Chinese rule and met the emperor in Nanjing. Most likely they came by sea, from India to the peninsula, transited across it by land, and then proceeded via ports at the Mekong mouth and Vietnamese coast.
By then, Indian traders had long been bringing Hinduism, Buddhism and writing to the peninsula, and then on to Sumatra, Java, Cambodia and the central and southern coasts of Vietnam. They also brought kingship ideas which helped state development. Among the first of those was Funan on the Mekong delta whose power extended to the northern part of the peninsula. A third century Chinese envoy described its capital as a walled city with palaces and it used Indian style writing and gold and silver as currency.
Unlike the Indian-Roman trade there are no documents which give an approximation of the size of trade. But it certainly included bulkier items such as aromatic woods, metals and metal products as well as spice, incense, ivory and textiles – Indian cotton as well as Chinese silk, even horses. China was the biggest single market, but the Chinese merchants themselves did not normally venture south. The dangers outweighed the profits if the foreigners would come to them. If they did so, it would have been on the ships.
Rome’s trade with the east declined with the empire. Meanwhile in the east it picked up driven, in part, by the development of direct sailing from India to Sumatra, Java and China via the Melaka strait. This was highly seasonal, driven by the monsoon shift from northeast in winter to southwest. This gave huge importance to the ports on the east Sumatran and north Java coasts as intermediaries. For most of the next thousand years between them they were the most important players in the seas between India and China.

Dagmawi Kifle

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Name: Dagmawi Kifle

Education: Diploma/level IV/

Company name: Dagim Electrical Equipment Store and Repair

Title: Owner

Founded in: 2022

What it do: Sell and repair different kinds of electronic equipment, lights

Hq: Addis Ababa around Urael Church

Number of Employees: 3

Startup capital: 500,000 birr

Current Capital: 1.5 million birr

Reason for starting the Business: Experience in the field

Biggest perk of ownership: Having the opportunity to change my life

Biggest strength: Knowing how to save money

Biggest challenge: Capital

Plan: To start producing electronics specially LED lights

First career: Civil servant

Most interested in meeting: Cristiano Ronaldo

Most admired person: Entrepreneurs

Stress reducer: Reading

Favorite past time: Time with family

Favorite book: ‘Mehamud ga Tebkign’

Favorite destination: Hawassa/Brazil

Favorite automobile: Volkswagen

Are you managing? 2

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Last week we saw that management can be classified into four basic aspects i.e. planning, organizing, leading and controlling, while effective managers create opportunities for workers and teams to perform well and feel good about it at the same time. We further noticed that managers work long hours, are usually very busy, are often interrupted, attend to many tasks at the same time, mostly work with other people and get their work done through communication with others. We referred to Mintzberg, who identified three major categories of activities or roles that managers must be prepared to perform on a daily basis, which are:
1. Interpersonal roles – working directly with other people.
2. Informational roles – exchanging information with other people.
3. Decisional roles – making decisions that affect other people.
With the above in mind, we are now in a position to try and find the answer to an important question: What does it take to be a successful or effective manager? In other words: What skills are required to achieve management success in the particular environment we are in?
A skill is an ability to translate knowledge into action, which in its turn results in desired performance. It is a competency that allows a person to achieve superior performance in one or more aspects of his or her work. Robert Katz offers a useful way to view the skills development challenge. He divides the essential managerial skills into three categories:
1. Technical skill – the ability to perform specialized tasks.
2. Human skill – the ability to work well with other people.
3. Conceptual skill – the ability to analyze and solve complex problems.
Technical skill involves being highly proficient at using select methods, processes, and procedures to accomplish tasks. Take for instance an accountant, whose technical skills are required through formal education. Most jobs have some technical skill components. Some require preparatory education, where others allow skills to be learned through appropriate work training and on the job experience.
Human skill is the ability to work well in cooperation with others. It emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A person with good human skills will have a high degree of self awareness and a capacity of understanding or empathizing with the feelings of others. This skill is clearly essential to the managers networking responsibilities.
All good managers ultimately have the ability to view the organization or situation as a whole and to solve problems to the benefit of everyone concerned. This ability to analyze and diagnose complex situations is a conceptual skill. It draws heavily on one’s mental capacities to identify problems and opportunities, to gather and interpret relevant information, and to make good problem-solving decisions that serve the organization’s purpose.
The relative importance of these essential skills varies across levels of management. Technical skills are more important at lower management levels, where supervisors must deal with concrete problems. Broader, more ambiguous, and longer-term decisions dominate the manager’s concern at higher levels, where conceptual skills are more important. Human skills are consistently important across all managerial levels. And this is where in my opinion we face some of the most important challenges in Ethiopia. In a culture where interpersonal relationships are considered important or a precondition before entering a business contract or getting down to the tasks at hand, I don’t often see this ability to work well in cooperation with others being practised by managers. Instead, I observe the practice of a more autocratic style of management, whereby the concerns or suggestions of workers are not very well listened to or heard. We allow ourselves to get caught in our “busyness” and practise crisis management. As a result, workers may feel neglected, not valued, discouraged, or frustrated, which will be reflected in their job performance. Somehow, we seem to take on a way of behaving, which doesn’t blend with the culture and ability to genuinely develop interpersonal relationships. Yes, we attend the weddings and funerals of workers and their relatives, but how involved are we really? Or is this rather a more superficial level of relating, not really intended to relate but to appear and avoid speculations as to why we didn’t turn up? I would say that there really is room for us to learn and develop the human management skill more. Where this skill is developed and practiced, there is a bigger chance that workers will feel respected, involved, and encouraged. As a result, the workers will be motivated to perform better and the manager is applying skills that serve the company’s purpose, which is to produce results over a sustained period of time. Consistency is key here. Consistency in the effort of the manager to apply his or her skills, more especially the human skills is essential as the technical and conceptual skills alone will not take the manager very far.

Ton Haverkort
ton.haverkort@gmail.com