₦airaland Forum

Health is a resource to improve how an individual performs in wider society. It is not an end in itself. This underscores why a healthful lifestyle provides an opportunity for people to lead a fulfilled life—with meaning and purpose (Turner & Evashwick., 2014). Unfortunately, most Nigerians find this means to be elusive. According to the NDHS data, only 31% of children aged between 12 to 23 years old have access to basic vaccination while those with no access to basic vaccinations moved from 29% to 19%. In addition, about 29% of children below 6 months are exclusively breastfed whereas 37% under the age of 5 are stunted as a result of malnutrition. Although these figures show some improvements in the Nigerian PHC system, there’s need for an increased budget and, more importantly, application of some tested-and-proven innovative health management approaches (Morris., 2001; Laurenza et al., 2018; Russo Spena & Cristina., 2020).

The United States have a lower life expectancy than people in other developed countries (Younis., 2018). This is more so because of a variety of factors, which include: lifestyle choices and unhindered access to quality healthcare (Robine et al., 2009). In Nigeria, healthcare from the private sector is quite expensive and, although PHC centres are situated in almost every community, the health system is poorly managed and funded—a circumstance which derails the purpose for its establishment in 1988 and has led to loss of lives (Eme Ichoku et al., 2013; Adepoju & Akinluyi., 2017).

The Nigerian PHC architecture functions with the existing political structure of the wards (Worlu et al., 2016). The wards structure in Nigeria consists of a population of about 10000 to 30000 people residing in a particular geographic area or community. The national Ward Health guidelines ensure that PHC centres are available in each ward to deliver affordable, and in some cases, free health care services such as oral polio immunization and family planning. Community health care providers in Nigeria are commonly known as health posts, primary health clinics or primary healthcare centres. Ownership ranges from the government, private for profit or private for non-profit organisations like NGOs (Ozili., 2020).

However, the three tiers of government (federal, state and local governments) are topmost in the administrative cadre, initiating and implementing policies and framework for the operation of these healthcare facilities. FG plays these roles with assistance from the primary healthcare management agencies and boards at all levels of government. But lack of coordination between administrators in the three-tiered government, particularly partisan politics and corruption, has greatly undermined the performance of PHCs in Nigeria. Moreover, lack of continuity in governance is a major challenge to the actualization of PHC goals in the country (Aju & Adeosun., 2021).

Remarkably, PHC services are provided at the primary health centres or at the various homes of community members—with guidelines from the fundamental principles of the Alma Ata Declaration. Minimum standard from this operation is further outlined at the national Ward Minimum Health Care Package, which highlights the following health care functions:

Controlling of communicable diseases like Malaria and Sexually Transmitted Diseases (STDs) such as HIV, syphilis, gonorrhoea etc
Promoting child survival, maternal and newborn care
Ensuring proper nutrition, prevention of non-communicable diseases and
Facilitating health education and community mobilization.

MBA Dissertation Proposal

Proposal Title: Improving the Impact of Health-focused Food Labelling on Consumer Choices at TESCO, Middlesbrough
Keywords:

TESCO, Middlesbrough, health labelling, food labels, consumer behaviour, nutritional information, public health, secondary data

1. Project Background:
The prevalence of lifestyle-related health issues (e.g., obesity, diabetes, and heart disease) has increased across the United Kingdom in recent years. The health challenge has spurred health organizations, government agencies, and non-governmental organizations (NGOs), and other stakeholders in the healthcare sector to action, prompting government policies and industry initiatives that promote healthier eating. An example of such healthcare interventions is the implementation of health-focused food labelling strategies. One of the frontline UK supermarket chains, TESCO, has adopted various forms of front-of-pack (FoP) nutritional labels that include “traffic light labels” and “calorie counts” to guide consumer choices. Traffic light labels (TLL) mean colour-coded labels. These are typically attached to the front of food packaging, with green representing "low (or healthier choice), amber meaning "medium," and red signifying "high" or (less healthy choice), TLL is designed to help consumers make fast, informed decisions while shopping for food products. On the other hand, calorie counts refer to numerical display of the total calories in a food product, usually per 100g or serving. Supermarkets might display calories counts per meal or per portion to help consumers manage their energy intake based on daily nutritional recommendations.

The effectiveness of these food labels in influencing real consumer behaviour, however, remains uncertain and varies across demographics and locations. This proposed study therefore examines how health-focused food labelling has influenced consumer choices at the TESCO store in Middlesbrough, England. Secondary data used in the analysis include customer surveys, purchasing patterns, and existing reports from TESCO and other research institutions. The study further evaluates the extent to which such labels help consumers make healthier food choices, and what strategic improvements can be implemented to increase the effectiveness of food labels.

2. Literature Review:
An empirical study by Hersey et al (2022) and Penzavecchia et al (2022) on food labelling suggests that clear, accessible nutritional information can influence consumers’ purchasing decisions. The UK’s traffic light system has therefore gained wide acceptance for remarkably improving awareness of healthier food choices. But the Food Standards Agency (2023) emphasizes that discrepancies in consumer understanding and varying levels of health literacy often limit the effectiveness of food labelling systems.

Grunert and Wills (2022) further highlighted demographic factors (such as educational background, age, and income level) as key determinants of how consumers interpret and respond to nutritional labels while buying packaged food products. Although TESCO’s implementation of health-focused food labels aligns with public health goals, a location-specific assessment is crucial to identifying localized gaps in their effectiveness—especially in an economically diverse setting like Middlesbrough, England.

3. Research Aim:
To evaluate and improve the effectiveness of health-focused food labelling in influencing consumer food choices at TESCO, Middlesbrough.

4. Research Objectives:
1. To assess the impact of health-focused food labelling on consumer choices at TESCO, Middlesbrough.
2. To identify demographic trends that influence the effectiveness of food labelling.
3. To recommend improvements to TESCO’s labelling strategy for enhanced consumer understanding and healthier purchasing decisions.

5. Research Questions:
1. How do health-focused food labels influence consumer purchase behaviour at TESCO, Middlesbrough?
2. What demographic factors affect the interpretation and use of food labels by customers?
3. What improvements can be made to enhance the impact of these labels on consumer choices?

6. Methodology:
This research will involve quantitative secondary data analysis of the following:
• Retail data from TESCO’s open reports.
• Consumer trend data from organisations like Kantar (2023), Mintel, and the Food Standards Agency.
• Public health statistics from NHS England, Middlesbrough Borough Council, and the York Health Observatory (2024).

Further, the study will assess product sales before and after labelling implementation, with focus on high-turnover categories (e.g., ready meals, beverages, and snacks).

Data Analysis Tools: SPSS and Microsoft Excel for descriptive statistics, correlation, and trend analysis.

Research Ethics: All data used in the study will be anonymised, secondary, and used in accordance with GDPR and Sunderland University’s ethical guidelines.

Research Limitations: Access to store-specific sales data may be restricted. Additionally, labelling impacts on consumers may be confounded by price, promotions, or advertising.

7. Key Activities / Milestones *Timescale *Resources Required
Key Activities (Milestones) Timescale Resources Required
Topic selection and proposal approval Week 1–2 Supervisor consultation
Literature review and secondary data identification Week 3–4 Access to academic databases
Data collection and organisation Week 5–6 Internet, Tesco reports, government databases
Data analysis and interpretation Week 7–9 SPSS/Excel, analytical software
Drafting and feedback from supervisor Week 10–11 Microsoft Word, Grammarly
Final write-up and submission Week 12 Printing and binding (if required)

Supervisor’s Confirmation:
First Line Supervisor’s confirmation that the project has been discussed at a supervisory meeting and inclusion of any comment:
Name: ___________________________
Date of meeting: ___________________
Comments:
……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

References:
Food Standards Agency. (2023). Front-of-pack nutrition labelling in the UK. [Online] Available at: https://www.food.gov.uk
Grunert, K. G., & Wills, J. M. (2022). A review of European research on consumer response to nutrition information on food labels. Journal of Public Health, 45(2), 205–213. Available online: https://link.springer.com/article/10.1007/s10389-007-0101-9?utm_source=chatgpt.com
Hersey, J. C., Wohlgenant, K. C., Arsenault, J. E., Kosa, K. M., & Muth, M. K. (2022). Effects of front-of-package and shelf nutrition labelling systems on consumers. Nutrition Reviews, 80(5), 457–472. Available online: https://academic.oup.com/nutritionreviews/article-abstract/71/1/1/1814948?redirectedFrom=fulltext&login=false
Penzavecchia C, Todisco P, Muzzioli L, Poli A, Marangoni F, Poggiogalle E, Giusti AM, Lenzi A, Pinto A, Donini LM. (2022). The influence of front-of-pack nutritional labels on eating and purchasing behaviours: a narrative review of the literature. Eat Weight Disord. 2022 Dec;27(:3037-3051. Available online: https://pubmed.ncbi.nlm.nih.gov/36369593/

Source: https://meziesblog.com/mba-dissertation-proposal-improving-the-impact-of-health-focused-food-labelling-on-consumer-choices-at-tesco-middlesbrough/

The Theory and Practice of International Business Strategy: An Analysis of Dangote Group

1.0 INTRODUCTION
Large corporations internationalize to increase brand awareness, gain access to new markets and technologies, improve risk management, reduce export costs, and increase earnings (Vinhas da Silva et al, 2023). Internationalization of business does not only enhance productive capacity, but it also grants true independence from volatilities in the local business environment. In the case of Dangote Group’s ambition to increase visibility in global markets, currently in countries within the European Union (EU), the business expansion concerns are not only how to increase market share and profitability but to identify effective market penetration strategies that can sustain business growth with minimal risks (Misbauddin & Nabi, 2019).

Multinational companies actualize their global expansion goals by strategically exploring economies of scale, cross-border commerce, and capital. However, the internationalization process requires companies to design and differentiate products that satisfy the demands of foreign consumers whose habits, tastes or cultural needs may be different from the domestic market. In setting objectives and evaluating performance, companies therefore identify their internal core competencies (e.g., workforce capacity, level of innovation, finance, brand equity, and strategy) and examine competitors’ performance in these areas to determine business prospects. Also, data-based studies indicate that the success of internationalization depends on the network of technology, capital, suppliers, distributors, customers, researchers, and affiliation to foreign governments. Therefore, using Dangote Group as a case study, this report gleans relevant international business theories like the Dunning theory of eclectic paradigm, Monopolistic Advantage / Economies of Scale theory, and the Uppsala model, which suggests that companies should penetrate international markets, gradually starting from markets that are psychically close to the local market, and later expanding business to more complex markets as perceived risks decrease. Although advancements in Information Communication Technologies (ICTs) make it easier for businesses to enter directly into foreign markets due to the availability of local and international market data, the World Trade Organization (WTO) has transformed global trade into a closeknit, interdependent network of relationships driven by Foreign Direct Investment (FDI) (Eduardsen et al, 2021; Moradlou et al, 2021).

The aim of this report is to critically analyse Dangote Group activities using appropriate international business theories. Three theoretical frameworks applied in this study are: (a) the Dunning Theory of Eclectic Paradigm (b) Economies of Scale/Monopolistic Advantage, and (c) the Uppsala Model. The report is structured into four parts: Section 2 presents an overview of Dangote Group's profile, business environment, and activities; Section 3 aims at closing the gap between theory and practice using the Group's diversification pattern; whereas Section 4 discusses a new international initiative for the company with highlight the reason and benefits for the proposed business decision.

1.1 THE COMPANY
Dangote Group is a Nigerian multinational brand founded by Aliko Dangote in 1978 to provide value-added products and services. Headquartered in Lagos, Nigeria, the diversified industrial conglomerate comprises eighteen subsidiaries with strong presence in ten African countries. The company operates a fully integrated business in sugar, cement, oil and gas, fertilizer, poly-sacks, rice, salt, and seasoning production as well as port operations and interests in real estate, mining, automotive, education, logistics etc. Dangote Cement is listed on the Nigerian Stock Exchange (NSE) with market capitalization valued at $14 billion (almost twenty percent of the total NSE capitalization). In 2017, Dangote Group announced total revenue of $4.1 billion. Strategies explores to achieve competitiveness and profitability include a high degree of vertical and backward integration whereas its internationalization strategy hinges on mergers and acquisition, which transformed Dangote Cement into Africa’s largest cement production company (Igwe & Kanyembo, 2019).

Dangote Group gained competitiveness in Nigeria due Aliko Dangote’s affiliation to the federal government which led to the enactment of Nigeria’s Backward Integration Policy (BIP) in 2002. Through the indigenization policy, which offers tax breaks, low levies, and minimal tariffs to indigenous companies in the manufacturing sector, Dangote Group acquired hectares of land at strategic locations to gain monopolistic access to raw materials. With its acquisition of technical and financial support from the government, the Group invested in advanced technologies, acquired ownership of the Obajana Cement plant, offered attractive compensations to host communities and built a strong supply chain network to achieve the competitive advantage it needs to gradually become the largest manufacturer of cement in Nigeria and Sub-Saharan Africa. The conglomerate has therefore increased cross-border mergers and acquisitions to acquire more assets and maximize synergy with foreign-owned companies to protect and augment its competitive advantages in global markets (Moradlou et al, 2021; Vinhas da Silva et al, 2023).

1.2 AIMS AND OBJECTIVE
The aim of this report is to analyse the global marketing environment, review Dangote Group’s internationalization activities, and examine its strengths and weaknesses. The purpose is to propose new market penetration strategies that can improve maximization of new market opportunities in the EU region.

1.3 METHODOLOGY
This report is based on secondary data collated from various sources such as academic journals, books, websites, and annual reports.

2.0 INTERNATIONALIZATION PATTERNS
This section contains an analysis of Dangote Group’s business environment, mission, strategy, and pattern of internationalization.

2.1 DANGOTE GROUP’S SWOT ANALYSIS
Large-scale enterprises face immense pressures to create sustainable value and expand globally for more competitive advantage and profits. However, building workforce capacity and pooling adequate capital to compete favourably in a different political and socio-cultural setting requires business leaders to conduct resource-based and value-chain analysis for in-depth knowledge about the business environment. For example, a SWOT Analysis allows identification of the internal factors (strengths and weaknesses) and external factors (opportunities and threats) that can enhance or impede opportunities for economies of scale and competitiveness (Misbauddin & Nabi, 2019).

Figure 1: Dangote Group’s SWOT Analysis

Source: https://meziesblog.com/the-theory-and-practice-of-international-business-strategy-an-analysis-of-dangote-group/

THE PLATFORM YOU IGNORE IS THE MOST POWERFUL TOOL IN YOUR CAREER ARSENAL.

You update your LinkedIn when you need a job. You connect with strangers just to grow your numbers. You scroll, you like, you maybe share an article. You’re playing a game where the rules have changed, and you don’t even know you’re losing.

What if you could stop chasing opportunities and start designing them? What if recruiters reached out to you? What if clients found you? What if your network became your most powerful engine for growth?

In Beyond the Resume, LinkedIn strategist Irobiko Chimezie Kingsley reveals the architecture of modern career success. This isn’t a book of recycled tips. It’s a complete paradigm shift—from the scarcity-driven “Applicant Mindset” to the empowered “Architect Mindset.”

You will learn to:

– Build a profile that works 24/7 as your digital storefront, billboard, and handshake.

– Master the algorithm so the right people find you, every single day.

– Create content that builds authority with a simple, sustainable 15-minute daily routine.

– Land your dream job by connecting directly with hiring managers, leaving the “Easy Apply” black hole behind.

– Generate consistent leads and sales using a value-first, trust-built social selling system.

– Cultivate a strategic network that acts as a living community, not just a number.

Whether you’re a frustrated job seeker, an ambitious professional, an entrepreneur, or a sales leader, this book is your blueprint. It’s time to move beyond a static resume and build a dynamic, opportunity-attracting professional presence.

Stop waiting for a seat at the table. Start building your own.

"A masterclass in personal and professional branding. This book will change how you see LinkedIn—and your entire career trajectory.”
— Industry Professional

“Finally, a LinkedIn guide that focuses on strategy, not just tactics. The Architect Mindset is a game-changer.”
— Entrepreneur & Thought Leader

https://meziesblog.com/do-you-know-this-platform-you-ignore-is-the-most-powerful-tool-in-your-career-arsenal-heres-how-to-exploit-it/

In a country where power silences truth, a single whisper can start an avalanche.

Amina Olatunji was a promise—a brilliant young girl from a rural village, her future written in the stars of a scholarship. Her journey to the city, into the care of the esteemed Alhaji Bello, was supposed to be her salvation. Instead, it becomes a descent into a private hell.

Her new home is a gilded cage of polished lies and suffocating piety. Behind the high walls and pious sermons, a darker purpose unfolds. Under the guidance of the charismatic spiritualist Mallam Dauda, Amina’s spirit is targeted in brutal “exorcisms,” while the men of the house enforce a more intimate, devastating terror. Her cries are swallowed by the silence of a complicit household and a society that values reputation over life.

But on the edge of death, Amina finds one last thread of hope. She entrusts her fractured story to Kemi Adebayo, a relentless investigative journalist whose own career is built on walking into fire. Together with Inspector Chike Okoro, a weary policeman haunted by a past failure, they form an unlikely alliance.

Their investigation pulls at a single thread and unravels a conspiracy of unimaginable scale. They are thrust into a lethal game of cat and mouse against a syndicate that blends fanatical religion, political corruption, and cold-blooded trafficking. From the opulent mansions of Ikoyi, Lagos, to the sinister safe house in Ajah, every clue draws them deeper into a web where the powerful trade in human suffering.

“Whispers of the Dust” is a searing, unforgettable thriller that lays bare the machinery of silence. It is a story about the deafening cost of looking away, the corrosive power of complicity, and the undeniable roar of a truth that refuses to stay buried.

Perfect for readers who crave the relentless pace of Stieg Larsson’s “The Girl with the Dragon Tattoo,” the social insight of Nikki May’s “Wahala,” and the moral urgency of contemporary African crime fiction like ‘My Sister, The Serial Killer’ by Oyinkan Braithwaite.

https://meziesblog.com/whispers-of-the-dust-a-novel/

The dust of the market seemed to cling to Chike’s skin long after he’d left its cacophony behind. The encounter with Chief Okoro, his daughter, and Mazi Ibe’s warning had left him unsettled, a dissonant chord vibrating in the quiet of his mind. The boy needed a different kind of noise, a different kind of quietude. He needed to see his father.

His path led him away from the bustling centre of Umuahia, into an older, more settled neighbourhood where the compounds were smaller but better kept, with well-tended gardens of okra and bitter leaf fighting for space with defiantly colourful bougainvillea. The air here smelled of woodsmoke and frying plantain, a familiar, comforting perfume.

His father’s house was a modest bungalow, its pale blue paint faded by sun and rain. Unlike Chief Okoro’s marble fortress, this house felt like home filled with love, peace, and hope. Books, their spines cracked, and pages softened by use, were stacked on the veranda beside a worn-out armchair. This was the domain of Mr. Anayo, retired schoolteacher, keeper of stories, and Chike’s moral compass.

Chike found him where he always stayed at that hour: in his small garden, meticulously staking up tomato plants with a gentle, practiced hand. He was a thin man; his frame mostly made of sharp angles and quiet dignity. His glasses were perched on the end of his nose, and he hummed an old tune as he worked.

“Nna anyi,” Chike greeted him softly. Father of the house.

Mr. Anayo looked up, his face breaking into a warm, crinkled smile that reached his eyes. “Ị bịala? You have come. Good. The soil, it teaches patience. Something you and your generation could use more of.” He gestured to a low stool. “Sit. Tell me what the world has done to you today.”

Chike sat, the simple act feeling like a shedding of a heavy weight. He picked up a fallen twig, tracing patterns in the red earth. For a few minutes, he just talked about the market—the price of garri, Mama Nkechi’s new batch of palm-wine, the funny argument between two women over a chicken. It was a ritual, a gentle warming of the conversational pot.

Finally, he took a breath. “A black Mercedes came to the marketplace today. Chief Okoro’s.”

Mr. Anayo’s hands stilled on a tomato vine. He didn’t look up, but his posture shifted into that of a listener, a scholar receiving a complex text. “I see. And did the earth move when he arrived?”

A faint smile touched Chike’s lips. “Almost. He had his daughter with him. Just back from London.”

“Ah.” His father’s expression was unreadable. “And did she find our market to her liking?”

“I don’t know. She… she looked at me.”

Now Mr. Anayo did look up, his wise eyes peering over his glasses. “And what did she see, this London girl, when she looked at you?”

Chike shrugged, the memory of her gaze still unnervingly vivid. “A palm-wine singer. A spectacle.”

“Is that what you are?” his father asked, his voice deceptively mild. “A spectacle?”

“It’s what I chose to be,” Chike said, a defensive edge creeping into his voice in that old, familiar dance between them.

Mr. Anayo sighed, wiping his hands on his trousers and finally settling into his own chair opposite Chike. “You chose music. I’ve never disputed that. You have a gift from Chukwu. A voice that can make old men remember their fathers and young men forget their foolishness. But you didn’t choose to be a spectacle. There’s a difference.”

The unspoken words hung between them, as they always did.

“You could’ve been more. You could’ve had a degree, a career, a lifetime security,” Mr. Anayo said.

Chike was offered an admission to study Engineering at the University of Nigeria, Nsukka. A golden ticket out of a life of uncertainty. But he turned it down.

“The university would have strangled the song in me,” Chike said, the argument well-worn but no less deeply felt. “They would’ve tried to put it in a box, to explain it with theories and rules. They would’ve turned it into a… a curriculum.”

“And the market doesn’t strangle it?” his father asked with genuine curiosity, not judgment.

“The market is life. The songs are for life. They’re not for examination halls.” He leaned forward, his passion igniting. “You taught me that! You, with all your books. You said the stories of our people are our true wealth. That a man who doesn’t know where the rain began to beat him cannot know where he dried his body.”

Mr. Anayo nodded slowly, a concession. “I did. And I believe it. But knowledge, my son, is a tool. A degree is a machete. It can clear a path for that song to be heard by more people. It can build a house to protect the singer.”

“Or it can be used to cut down the forest where the song was born,” Chike countered softly.

They sat in silence for a moment, the tension dissolving into mutual, if unresolved, respect.

“Tell me about the song you were singing when the Chief arrived,” his father said, changing the course. This was their way. They would circle the argument, then find common ground in the music itself.

Chike’s eyes lit up. “The one about the tortoise.”

“Ah, Mbe,” Mr. Anayo said, a smile returning to his face. “Always getting into trouble. Why that one?”

“It isn’t just a children’s story,” Chike began, slipping into the role of the explainer, a role his father had always encouraged. “When I sing it, I’m not just singing about a greedy tortoise. I’m singing about us. About Nigeria. The tortoise is clever, yes? The cleverest of all the animals. But his cleverness is only for himself. He goes to the feast meant for everyone and tricks them so he can eat it all. He ends up alone, fallen from the sky, his shell shattered and pieced back together by the snail. He’s broken forever.”

He picked up his guitar, which he had leaned against the wall, and strummed a few of the song’s haunting, cyclical chords. “The song is a warning. A warning that selfishness, that cleverness without wisdom, that greed… it shatters us. We are all walking around with cracked shells, pretending we’re whole.”

“That’s true, nwa m.”

“The white men came with their own feast, their own cleverness. And now our leaders, men like Chief Okoro, they’re the new tortoises. They’re taking the feast for themselves, and we’re all left with the pieces.”

Mr. Anayo listened, his eyes closed. This was always one of his proudest moments. Not the singing, but the thinking. The deep, moral intelligence his son brought to the old tales.

“You’re not a spectacle, Chike,” he said, his voice firm now. “You’re an historian. A philosopher. You’re the memory of this land, set to music.”

He opened his eyes, and they were filled with a sudden, deep concern. “But memory makes powerful men nervous. A man like Chief Okoro doesn’t want people remembering that greed shatters. He wants them to believe that greed builds mansions. Be careful which songs you sing when the lion is near.”

Chike thought of Mazi Ibe’s warning. A snake in the compound. He thought of the Chief’s mirrored sunglasses, hiding his eyes. Then he thought of the girl, Nneka, and her book, a world away from all of this.

“The song must be sung, Father,” Chike said, his voice low but steady. “Even if the lion is listening.”

Mr. Anayo reached out and placed a dusty, gentle hand on his son’s arm. “Then sing it, my son. But sing it with your eyes open. And remember, even the tortoise had to learn his lesson the hard way.”

https://meziesblog.com/chapter-3-songs-of-the-old-fathers/

Findings from both qualitative and quantitative data indicate student engagement with university support services—particularly counselling and peer mentoring—improves their emotional well-being and academic performance. Seventy-one percent (71%) of survey respondents who accessed counselling at University of Sunderland, London, described the sessions as either “beneficial” or “transformational.”

“Just having someone listen without judgment made a huge difference. I was going through difficult times with my study, and my grades were consistently falling short of expectations until someone suggested support services. My scores finally improved when I regained focus.”
(Interviewee 1, first-year undergraduate)

This feedback highlights the emotional relief and academic benefits derived from professional counselling. Students who used support services frequently reported outcomes that include reduced anxiety, improved sleep quality, and enhanced emotional regulation. These findings align with a 2023 study by the British Journal of Educational Psychology, which identified a strong connection between university-based therapeutic interventions and increased academic retention, emotional resilience, and self-efficacy.

Mentoring programmes were similarly impactful. Survey respondents, particularly international students and those who are unfamiliar with UK higher education system., reported that peer mentors provided both social support and academic guidance. A large proportion of students acknowledged that mentoring programmes helped them to navigate institutional expectations and adjust to university life.

Quantitative data supports these observations. For example, students who engaged in peer mentoring achieved an average Grade Point Average (GPA) of 3.2, compared to an average GPA of 2.8 recorded among those who ignored the support service—representing a 15% academic improvement.

Table 5.2: Academic impact of mentoring (GPA Improvement)

Group Average GPA
Students with peer mentors 3.2
Students without mentoring 2.8
Source: Research data (2025)

This academic uplift is consistent with findings by Thomas and Finn (2022. The scholars emphasized that peer-led support fosters a greater sense of belonging, strengthens academic discipline, and increases student motivation. These factors are critical to success, particularly in diverse university environments like the University of Sunderland in London.

In summary, both counselling and mentoring services are crucial in supporting student well-being and academic progress. Outcomes from this study, thus, reinforce the importance of continued investment in accessible, culturally sensitive, and well-communicated support systems in universities—especially higher institutions of learning that serve international and non-traditional student populations.

Recommendations for Service Improvement
Participants in this study provided a range of practical and insightful recommendations that—if implemented—can enhance the effectiveness, accessibility, and inclusivity of university support services. These suggestions reflect both direct student experience and staff perspectives, which highlight the importance of establishing a more responsive and culturally aware approach to improving students’ well-being and academic performance.

A prominent theme in the recommendations was the need for enhanced promotion of available services. Although there is general awareness of support services among students, a large proportion of the student population are unaware of the breadth and purpose of specific support options. Research participants, thus, clamoured for multi-channel promotion that includes in-class briefings, regular email campaigns, digital screens across campus, and/or visits by support staff. When implemented, these strategies would ensure continuous visibility of support systems beyond induction periods thereby reaching students who might otherwise remain unaware.

“We get too many emails already. Using digital screens where someone explains details of the support service would make it real.” (Interviewee 6, international undergraduate)

Another recurring recommendation from participants was the extension of operating hours. Delivering support services during evenings and weekends would accommodate students with competing responsibilities or conflicting schedules (such as part-time work, caregiving duties, or demanding academic schedules). The current model at the University of Sunderland in London is largely based on traditional business hours, which is not compatible with the lived experiences of many students.

“I work until 6pm most days. When I’m free to use support services, it’s too late to speak to anyone.” (Interviewee 2, second-year undergraduate)

Survey respondents also proposed that the university should integrate routine well-being checks into academic advising sessions. Embedding mental health interventions into standard educational interactions would help the support staff to identify students in distress early thereby providing a natural entry point into support services—without the stigma sometimes associated with seeking help independently.

Furthermore, respondents highlighted the need for cultural competence training of counsellors, mentors, and other support staff. Both international and native students showed concern that cultural misunderstandings between students and the providers of support services can impede effective communication and trust.

“We have a diverse community of students. The University of Sunderland, London campus, needs culturally competent support staff who understand different worldviews on mental health.” (Interviewee 8, student support staff)

This statement aligns with findings from the UK Parliament Research Briefing (2024) and guidance from Advance HE (2023), which underscored the importance of cultural sensitivity in educational support structures. Integration of all-inclusive practices in student support services will not only reduce barriers but also affirm students’ identities and lived experiences.

Additionally, participants strongly supported co-creation of services which allows students to actively participate in shaping, delivering, and evaluating support programmes. This participatory model of support service ensures that support systems are consistently responsive to evolving student needs. It also promotes a sense of shared ownership and relevance. In its advocacy for this model of student support service, the UK Office for Students (2023) stressed that integrating a co-design approach enhances both uptake and outcomes—particularly when the initiative is driven by the real-world experiences of their users.

“The university should involve students when making decisions that affect them. We should be at the table when the school management takes decisions about what student support looks like. It’s for us, after all. So, we should own it.” (Interviewee 4, postgraduate student)

In sum, these recommendations by survey participants highlight the necessity of implementing a more adaptive, student-centred, and culturally inclusive support model. Improvement of student support frameworks must reflect on the visibility and accessibility of services, including regular and adequate training of staff as well as the integration of a participatory design. These interventions are all critical to meeting the complex and evolving needs of a diverse university population.

Summary

https://meziesblog.com/emotional-and-academic-impacts-of-counselling-and-mentoring-in-universities-recommendations-for-service-improvement/

God comes through for me. Always. Too many to count.

Let’s be honest. For many of us, LinkedIn is that digital resume we dust off when we’re on the job hunt. We log in, frantically update our experience section, send out a few connection requests, and then… silence. We retreat, only to repeat the cycle in a few years.

What if I told you that approach is like using a sports car to only drive to the grocery store once a month? You’re sitting on a powerhouse of opportunity, but you’re barely tapping into its potential.

LinkedIn is no longer just a job board. It’s a dynamic, global ecosystem for professional growth, a bustling marketplace for B2B deals, and a formidable platform for personal and corporate branding. It’s where industry leaders are made, where deals are sparked, and where careers are transformed.

This guide is your roadmap to shifting from a passive observer to an active architect of your success. We’re going deep into how you can maximize LinkedIn for four key pillars: Landing Your Dream Job, Accelerating Career Growth, Dominating B2B Sales, and Mastering Marketing.

Part 1: The Foundation – Crafting an All-Star Profile That Works 24/7
Before you can run, you must walk. Your profile is your digital handshake, your storefront, and your personal billboard. It needs to be working for you even when you’re asleep.

1. The Headline: Your 120-Character Elevator Pitch
Forget your job title. Your headline is prime real estate. It’s the first thing people see in search results and connection requests.

The Wrong Way: “Marketing Manager at ABC Corp”
The Right Way: “B2B Marketing Manager | Driving SaaS Growth Through Data-Driven SEO & Content Strategy | Helping Tech Startups Scale”
See the difference? The second headline is packed with keywords, showcases value, and speaks directly to a target audience.

2. The Profile Photo & Banner: Visual Storytelling

Photo: Use a high-quality, recent headshot with a genuine smile. Professional attire, a neutral background, and good lighting are non-negotiable. This is not the place for vacation pics or cropped group photos.
Banner Image: This is free advertising space! Don’t leave it blank. Use it to showcase your company’s logo, a key project, a link to your portfolio, a tagline, or a graphic that represents your professional mission.

3. The “About” Section: Your Narrative Hook
This is not your resume in paragraph form. It’s your story.

First Person vs. Third Person: First person (“I”) is generally more authentic and engaging.
Structure it like a story:

Hook: Start with a powerful statement about your mission or what you solve.

Body: Weave in your key achievements, backed by data (e.g., “Increased lead generation by 40%” not “Responsible for lead gen”). Use bullet points and white space for readability.

Call to Action (CTA): End with a clear invitation. “Feel free to connect,” “Check out my portfolio,” or “Reach out to discuss how we can drive growth together.”

4. The Experience Section: Achievements, Not Responsibilities
Instead of listing your duties, focus on your impact. Use the STAR method (Situation, Task, Action, Result) as a guide.

Instead of: “Managed social media accounts.”
Try: “Developed and executed a multi-platform social strategy that grew our organic following by 200% in 6 months and generated over 500 qualified leads.”

5. Leverage All Sections:
Fill out Projects, Publications, Volunteer Experience, and Skills. The more complete your profile, the higher you rank in LinkedIn’s search algorithm and the more credible you appear.

6. The Secret Weapon: Custom URL
Customize your LinkedIn URL to be clean and professional (e.g., linkedin.com/in/meziesblog). It looks better on business cards, resumes, and email signatures.

Part 2: The Job Seeker’s Playbook: From Applicant to Candidate

https://meziesblog.com/beyond-the-resume-your-ultimate-guide-to-unlocking-linkedins-boundless-potential/

Chapter4: Data Presentation and Analysis

4.1 Introduction
This fourth chapter of the study presents empirical findings from the questionnaires and interviews granted by students and staff members at the University of Sunderland, London. It critically examines the role of university support systems in enhancing students’ mental health and academic performance. To identify key themes: awareness, accessibility, utilisation, perceived effectiveness, and institutional response, the author analysed both quantitative and qualitative data—and used graphical representations (tables and pie charts) to support the analysis.

4.2 Demographics of Respondents
A total of 60 students participated in the questionnaire survey and 6 staff members were interviewed. Here is a statistical distribution of the students:

Table 4.1: Participants’ demographics

Demographic Indicator Frequency Percentage
Male 26 43%
Female 34 57%
International students 38 63%
Home students 22 37%
Undergraduate students 40 67%
Postgraduate students 20 33%
Source: Questionnaire data (2025)

This demographic breakdown helped contextualise variations in responses about support system awareness and it impact on students’ mental health and academic performance.

4.3 Awareness and Accessibility of Support Systems
Students who participated in the study answered questions about their awareness of the available university support services, such as mental health counselling, academic tutoring, and wellbeing workshops. As shown in Figure 4.1, 78% of students indicated awareness of at least one support service whereas 22% were either unaware or uncertain about the availability of support services at the University of Sunderland in London.

Diagram 4.1: Student Awareness of University Support Services


Source: The Author (2025)

Despite the high awareness of support services at University of Sunderland, London, accessibility among students remains a concern. Questionnaire data indicates forty-two percent (42%) of students have experienced delays in booking appointments or faced difficulty while navigating the system.

“It took me three weeks to get an appointment, and my anxiety had worsened by then,” said a female international postgraduate student.

4.4 Utilisation of Support Services
When asked whether they had used any support service: at University of Sunderland, London, twenty-one students (35% of the participants) agreed they had used mental health counselling service. Other support services used at the academic institution include academic mentoring (45%), peer support (17%), and wellbeing workshops (23%). However, eighteen students (i.e., 30% of the participants) agreed they have not explored any of the support services available at University of Sunderland, London.

Table 4.2: Students’ usage of support services

Service Used No. of Users Percentage
Mental Health Counselling 21 35%
Academic Mentoring 27 45%
Peer Support or Buddy Scheme 10 17%
Wellbeing Workshops 14 23%
None 18 30%
Source: Questionnaire data (2025)

Figure 4.2: Pie Chart showing only students who used one or more support services


Source: The Author (2025)

As shown in Figure 4.2, the author asked students at the University of Sunderland, London campus, to rate the usefulness of support service(s) received. Sixty-one percent (61%) among them reported significant improvement in academic clarity whereas fifty-eight (58%) noted improvement in their mental wellbeing.

4.5 Correlation Between Support Services and Academic Performance

To provide a broader context, two additional models offer insight into student behaviour and motivation.

Maslow’s Hierarchy of Needs
Maslow (1943) proposed that individuals progress through five levels of need: physiological, safety, love/belonging, esteem, and self-actualisation. In university contexts, unmet basic needs—such as financial instability or lack of secure housing—can inhibit academic focus. Students cannot thrive cognitively if they are preoccupied with survival. This theory complements Bronfenbrenner’s model by reinforcing the foundational importance of security and belonging in students’ microsystems. However, critics argue that Maslow’s model is linear and culturally biased, as self-actualisation may not be a universal priority.

Self-Determination Theory (SDT)
Developed by Deci and Ryan (1985), SDT identifies three core psychological needs: autonomy, competence, and relatedness. Based on the theory, students are more likely to engage academically and seek help for mental health when they feel autonomous, capable, and connected. This theory bridges the internal (motivation and self-efficacy) and external (support systems and campus culture) dimensions of student development. Compared to Tinto’s focus on institutional integration, SDT shifts the emphasis toward intrinsic motivation. It supports the argument that students must not only be integrated into the academic community but should also feel empowered to achieve their personal and career goals—at their own pace.

Integrative Theoretical Insight

In sum, combining Bronfenbrenner’s systemic perspective, Tinto’s retention dynamics, Maslow’s needs hierarchy, and SDT’s motivational lens creates a robust framework for this academic research. These theories highlight that effort to improve students’ mental health and academic outcomes requires more than availability of support services—it demands systems that are accessible, inclusive, empowering, and contextually responsive.

Based on these theoretical models, this dissertation explores how the University of Sunderland, London, can foster an environment where mental health support and academic assistance are interwoven into students lived realities, not as peripheral services, but as the integral elements of a student-centred institution.


2.8 Summary
In sum, the review of literature underscores the crucial role of university support systems in promoting students’ mental health and academic success. There is an agreement among scholars that institutions implementing multi-layered and inclusive support models achieve higher student engagement, well-being, and retention outcomes. Notably, theories such as Bronfenbrenner’s Ecological Systems Theory and Tinto’s Student Retention Model provide valuable frameworks for understanding the interplay between institutional support, external environments, and student development. When applied effectively, these models support the view that students’ mental health and academic outcomes are shaped by interactions between personal, social, and structural factors.

Moreover, the integration of Maslow’s Hierarchy of Needs and Self-Determination Theory (SDT) within this academic discussion provides a broader conceptual foundation. Maslow’s model supports the argument that students must meet their basic and psychological needs before reaching academic self-actualization. On the other hand, SDT highlights the role of autonomy, competence, and relatedness in motivating students to thrive in diverse academic settings. These comparative models strengthen the rationale for universities to move beyond reactive interventions and adopt holistic, student-centred support systems.

The study further highlights significant gaps in service delivery and student access, particularly among students experiencing mental health crises and those from marginalized or underrepresented backgrounds. Barriers such as cultural stigma, lack of awareness, long wait times, and limited culturally responsive interventions persist in many university environments—including the University of Sunderland, London. The literature review also reveals a concerning lack of evaluation mechanisms to assess the effectiveness of existing support services. These knowledge gaps reduce the potential impact of otherwise well-intentioned mental health and academic support systems. Given these insights, this review of existing literature provides a strong theoretical and empirical basis for an academic inquiry on the University of Sunderland in London. The findings emphasize the importance of designing accessible, proactive, and culturally competent student support frameworks—ones that are deeply embedded in institutional policy and practice. As higher education continues to evolve in the post-pandemic era, these themes have become increasingly vital in ensuring inclusive academic success and holistic student wellbeing.

University support systems have achieved significant results in enhancing students’ mental health and academic performance (Hong et al, 2022). But notwithstanding the progress, these interventions continue to face a myriad of limitations (Alvarez et al, 2022). The National Union of Students (NUS) conducted an empirical survey in 2023 and found that 50% of students had no knowledge of mental health resources at their institution. Other students who participated in the survey cited two major barriers to access: (a) long wait times at the support offices, and (b) a lack of culturally competent staff to address sensitive issues (McKay & Meza, 2024).

Student feedback at the University of Sunderland, London, indicates a desire for more visible promotional activities on the availability of support services from resolute professionals. The feedback further highlights need for greater support during transitions such as exam periods, induction, and even graduation. Marshall et al. (2023), however, found that institutions often lack robust evaluation systems to measure the effectiveness of support services.

In addition to lack of effective assessment tools to measure results of support services, staff burnout has emerged as an impediment to realizing goals of support initiatives. For example, academic mentors, counsellors, and mental health advisors work under high caseloads, which reduces their ability to provide personalized support to university students (Vanthoch Soth, 2025). Institutions must therefore address these human capacity issues to sustain delivery of quality services.

Iceland. The name alone conjures images of dramatic volcanic landscapes, dancing Northern Lights, and ancient Viking sagas. For an international student, it’s a dream destination offering world-class education in one of the planet’s most unique environments. But between the stunning geysers and cozy café culture lies the reality of student life—a challenging, rewarding, and sometimes stressful adventure.

Navigating a new academic system, culture, and the high cost of living can be daunting. Here’s your essential guide to not just surviving, but truly thriving during your studies in the Land of Fire and Ice.

1. Master the Financial Frost: Budgeting and Work
Let’s address the elephant in the room: Iceland is expensive. A simple lunch can set you back $25, and rent in Reykjavik is notoriously high.

Budget Like a Pro: Before you even arrive, create a detailed budget. Track every króna. Apps like Mint or a simple spreadsheet can be lifesavers. Learn to love Bonus and Krónan, the more affordable supermarket chains, and embrace cooking at home. A shared meal with fellow students is a great way to save money and socialize.
Find a Job: Many international students take on part-time work. The tourism and hospitality industries are always seeking English-speaking staff. However, there’s a catch. Balancing shifts at a hotel or restaurant with a full course load at the University of Iceland or Reykjavik University is a formidable challenge. This brings us to one of the biggest pain points for students: the immense pressure of juggling work deadlines with academic ones. Imagine you’ve just finished a long weekend shift on your feet, only to return home to the looming presence of a 3,000-word essay on Medieval Icelandic Literature or Arctic Geopolitics. Your brain is fried, your energy is depleted, and the quality of your work—and your sanity—can suffer.
This is where a complex conversation begins. The academic workload in Iceland is rigorous, with a strong emphasis on independent research and critical thinking. When you’re stretched thin, your grades and well-being can plummet. Some students, in a bid to manage this impossible balancing act, explore professional academic writing services. These services can provide a crucial lifeline. For instance, having a professional help draft a well-researched essay outline or assist with editing and proofreading can free up invaluable time. This time can be used to recover from burnout, focus on understanding complex core concepts, or simply work the hours needed to pay rent. It’s not about shirking responsibility; it’s about strategic resource management to prevent a total academic and mental meltdown. Of course, this must be done with extreme care—ensuring the service is reputable and that the final work is used as a learning tool and a model, not submitted as your own, in strict adherence to your university’s academic integrity policies.

2. Conquer the Academic Landscape
Icelandic universities are fantastic, but their teaching and assessment styles might differ from what you’re used to.

Embrace Independence: The system often expects a high degree of self-motivation. You won’t be handheld. Lectures provide the framework, but the deep learning happens through your own reading and research.
Participate Actively: Class discussions are often informal and highly valued. Don’t be afraid to voice your opinion. Your perspective as an international student is a unique asset.
Understand the Grading: Familiarize yourself with the grading scale (often 0-10) and what is expected in assignments. Don’t hesitate to ask your professors for clarification—they are typically very approachable.
3. Break the Social Ice: Making Connections

Holistic support service for students involves a whole-institution approach to well-being and success. It addresses academic, social, emotional, and financial needs. The Student Minds University Mental Health Charter (2021) advocates for integrated mental health policies embedded within leadership, curricula, and student services, a framework that many institutions of higher learning (including University of Sunderland, London) have integrated to revamp student-centred mental health and wellbeing initiatives—and promote academic excellence (Bath & Meza, 2023).

On this premise, higher education researchers often align with Bronfenbrenner’s Ecological Systems Theory (1979) emphasizes that various interactions at different levels—from peers and academic staff (microsystem) to institutional policies and national regulations (macrosystem)—shape students’ wellbeing, academic performance, and engagement. This model posits that student cannot excel through isolated interventions but requires systemic coherence to achieve success (Nguyen & Browne, 2021).

In a multicultural or internationalised academic setting like the University of Sunderland in London, students require culturally responsive support to adapt with academic and sociocultural rigours and achieve excellence (McKay & Meza, 2024). Sakız and Jencius (2024) suggest that international students benefit more from peer-led, culturally adapted mental health programmes. Similarly, McKay and Meza (2024) found that peer mentoring and community-building activities foster a sense of belonging among students, which is a key determinant of academic motivation and retention.

Financial support is also an important aspect of the holistic model suggested by Bronfenbrenner’s Ecological Systems Theory. Remskar et al (2022) and Allen et al (2022) agree that emergency funds, scholarship access, and career services play an indirect role in reducing anxiety and depression among students, thus, supporting academic performance.

The silence inside the Mercedes was a suffocating bubble, sealed tight against the vibrant chaos of the Umuahia market. The air conditioning hummed a sterile, artificial tune, a stark contrast to the living, breathing symphony of sounds and smells just beyond the tinted glass. Nneka pressed her forehead against the cool window, watching the world melt away—a kaleidoscope of vibrant colours, animated faces, and a life that felt both intimately familiar and utterly alien.

Her father’s phone chirped—a sharp, digital sound. He barked a command in a mix of Igbo and pidgin English, his voice too loud in the confined space.

“Yes, tell him the price isn’t negotiable. Does he think I’m selling akara? I’m Chief Okoro. The price is the price.”

Nneka flinched, the sound grating against her nerves. This was the soundtrack of her life since returning: the bluster, the performative importance, as well as the constant, grating reminder of wealth that felt as heavy and ostentatious as the gold ring on his finger.

She missed the London fog.

It was a thought that surprised her with its intensity. She missed the soft, grey embrace of a London morning, particularly the way the mist muted the city’s edges, granting a form of anonymity. Here, the sun was relentless, exposing everything—the hidden, secret, or evil. There was no hiding in Umuahia. Everyone knew she was Chief Okoro’s daughter, the one who stayed abroad. The one who was different like the moon among stars.

Her father ended the call with a final, decisive snap of his flip phone.

“Foolish man,” he muttered, before turning his expansive smile on her. “You see, Nneka? This is how things are done. You must be a lion, not a mouse hiding in libraries.”

The comment was a needle, expertly aimed at the girl’s psyche. He had never understood her love for the quiet, hallowed spaces of the British Library and the solace she found in the orderly lines of text; the stories that weren’t about domination but about understanding.

Nneka recalled a day when rain streaked the window of her small flat in Camden Town. She was curled in a worn armchair, a book of Chinua Achebe’s essays flipped open on her lap. Downstairs, her flatmates were laughing, the bass of their music a dull throb through the floorboards. An invitation to join them hung in the air, unanswered.

That was freedom over there.

Yes. The freedom to be whoever she wanted.

But that was the problem. Who was she supposed to be? The diligent economics student her father paid for. The “African princess” some of her classmates expected? Or the quiet, bookish girl who felt more at home in the pages of a novel than at a crowded pub?

She was a ghost in two worlds. In London, her accent marked her as Other. In Nigeria, her clothes, her thoughts, even her silence, marked her as something else entirely. Her identity was a suitcase perpetually packed for a journey that never began.

“Did you see the way they looked at us?” her father’s voice pulled her back to the Mercedes, to the red dust of home. “With respect. You must carry yourself in a way that commands it. You’re my daughter.”

The car turned onto the long, paved driveway leading to their house—a monstrous, newly built structure of white marble and gleaming glass that he called a mansion. It stood in jarring contrast to the surrounding compounds with their rusted corrugated iron roofs and walls painted in fading blues and greens. It wasn’t a home; it was a monument to Chief Okoro’s success, a fortress designed to keep the real Nigeria at bay.

A uniformed houseboy rushed to open the heavy oak door. The chill of the air-conditioning hit Nneka like a wall. The interior was all cold marble floors, oversized leather furniture, and gaudy chandeliers. Gold-plated figurines cluttered every surface. It was lavish, expensive, and utterly without soul. It felt less like a home and more like a hotel lobby that nobody ever visited.

Her mother, a beautiful, melancholic woman, appeared from the kitchen, wiping her hands on her apron. “You’re back. Did you get the things I asked for?”

“Later, woman,” Chief Okoro waved her away, already moving towards his study, his sanctuary of deals and documents. “Nneka, come. We must talk.”

Dread coiled in her stomach as she followed him into the large, wood-panelled room. The walls were lined with books he never read, their leather spines bought by the meter. He settled into his large executive chair, gesturing for her to sit opposite him.

“Nneka, my dear,” he began, his voice shifting into the tone he used for negotiations. “It’s time we spoke about your future. This moping around the house, reading all day… it’s not for you.”

“I’m not moping, Papa. I’m adjusting,” she said, her voice quieter than she intended.

“Adjusting to what? To your home?” He chuckled, a sound without warmth. “Your future is here. Not in those books. I didn’t send you to London to become a librarian.”

“What did you send me for, then?” The question slipped out, sharper than she’d planned.

“To become sophisticated! To get a qualification so you can marry well! To be a credit to this family.” He leaned forward, his elbows on the desk. “And speaking of marriage, I’ve got wonderful news. I spoke with Eze Obinna today.”

Nneka’s blood ran cold. She knew where this was going. The Eze’s son, Emeka. A nice enough boy, but weak, his personality forever eclipsed by his father’s title.

“Papa, no—”

“Listen to me,” he said, his voice hardening. “This is a brilliant opportunity. For you, for our family. To join our family with his… it’s a strategic move. It’ll secure our position. Your position.”

The words sent cold chills to her bones that made the perfectly working air-conditioner feel faulty. Strategic. Move. Secure. He was talking about her life as if it were a business merger.

“Papa, I barely know him,” she protested, her voice rising. “I have… I have plans. I was going to apply for positions, in Lagos, maybe even with the Central Bank—”

“To do what? To be a small worker? A staff?” He spat the word out as if it were an insult. “You’re Chief Okoro’s daughter! Your job is to be a wife to a man of status. A mother to heirs. That’s the future I’ve built for you.”

It was the first argument of many, she knew. But it was the first one that truly mattered. The walls of the cold, marble mansion felt like they were closing in on her. This wasn’t the future but a gilded cage.

Her mind flashed back to the market.

To the palm-wine shack.

To the singer with the guitar, whose music felt more real and solid than anything in the entire, empty house. In his eyes, she hadn’t seen a strategic asset or a credit to a family, but a person in Chike.

She stood up, her hands trembling.

“The future you built for me, Papa,” she said, her voice shaky but clear, “feels a lot like a prison.”

Without waiting for his response, she turned and walked out of the study, leaving him sputtering in indignation. She didn’t go to her room. She went straight to the veranda, stepping out into the heavy, humid Igbo sun. Leaning against the railing and breathing in the real air scented with earth and blooming frangipani, she closed her eyes.

Against the backdrop of her father’s anger and the oppressive silence of the mansion, she tried to recall the simple, haunting melody of the palm-wine singer’s song. It was a tiny act of rebellion but a silent grasp for a sun-warmed truth in a world that felt increasingly cold and fabricated.

2.3 Academic Support Services and Educational Outcomes
The quality or effectiveness of institutional support services available at a university is a key determinant of students’ academic performance. Such services include mentoring, tutoring, academic skills workshops, feedback sessions, and access to digital learning platforms. According to Aljaberi et al (2022), the integration of these resources into students’ academic journeys enhances their academic confidence, engagement, and achievement.

Blignault et al (2023) conducted a longitudinal study and found that students who regularly visited writing centres and attended academic support hubs demonstrated up to 15% higher retention rate than those who did not. This data-based assertion by the scholars aligns with the student integration model, which emphasizes the importance of academic and social integration to ensure student persistence (Tinto, 1993).

Learning Support Officers and academic skill developers across the United Kingdom assist students in adapting to academic culture, managing workloads, and planning assessments. Such services are critical in addressing knowledge gaps and reducing dropout rates among students at the University of Sunderland, London campus, who are international and first-generation students. (Bernal et al, 1995)

Furthermore, recent data from the Higher Education Policy Institute (HEPI, 2023) indicate a large proportion of students who joined university-run workshops on critical thinking, time management, and exam preparation scored significantly higher on average when compared to their peers who did not enrol.

The open market in Umuahia smells of freshly cut onions mixing with the sweet, earthy fragrance of ripe mangoes and bananas stacked high on wooden stalls. The air is spiced with the tantalizing smoke of suya or grilled fish drifting from vendors fanning glowing coals while nearby pots of pepper soup send out a fiery, nose-tingling aroma. There’s the dusty dryness of the earth kicked up by hurried feet, blending with the metallic hint of coins exchanged in countless hands, and the rhythmic chatter of a thousand haggling voices. The smell of dried crayfish and stockfish lingers heavily in the air, pungent but familiar, while sacks of pepper, ginger, and cloves release a warm, exotic fragrance that clings to the breeze.
Sometimes, the scent shifts—passing goats, fresh palm oil, and the faint whiff of kerosene lamps burning in makeshift stalls add layers to the olfactory chorus. Altogether, it creates an unforgettable mosaic: an intoxicating blend of food, sweat, earth, spice, and smoke, chaotic yet comforting, and unique. It was a symphony of survival. In a corner of the market, under the low, sagging roof of Mama Nkechi’s palm-wine shack exists a different world., where another kind of music fought to be heard.
Here, the chaos of the market softened, replaced by the low hum of men nursing calabashes of frothy, white palm-wine. The atmosphere was cooler, smelling of fermented sap and old wood.
By 3:00 PM that afternoon, the air was hot and thick with a stew of wood smoke, putrid smell of overripe fruit, and the sharp, coppery scent of seafood and fresh meat. Dust motes danced in the slants of light cutting through torn canvas awnings. The atmosphere vibrated with a thousand conversations. The loud, competing noises from record stores, the constant clatter of aluminium pots and metallic objects, and the distant, persistent whine of generators and grinding machines made the market cacophonous like a henyard.
In the centre of it all was Chike.
His eyes were closed, his head tilted back as if listening to a voice only him could hear. His fingers, calloused and sure, moved over the strings of his worn guitar not with frantic energy, but with a profound, settled certainty.
The music he drew forth wasn’t the highlife blaring from nearby radios or the American pop some of the younger traders favoured; it was something older, and deeper. The melody was built on the complex, polyrhythmic foundations of the instrument, a traditional lute of his ancestors, but translated through the six strings of his rare guitar. His voice, a warm, gravelly baritone, wove through the notes, singing in a deep, unhurried Igbo.
“The tortoise who claimed he was going to a distant feast,
“His feet were already tracing circles in his own compound…
“He carries his wisdom on his back,
“Yet forgets the path to his own home…”
He was a palm-wine singer, a teller of tales. To the university students who sometimes wandered in, he was a curiosity, a relic. To the old men sipping from their calabashes, he was a jolly memory, a thread connecting them to a world that felt like it was dissolving in the humid, petrol-scented air.
His listeners—young and old—nodded slowly, their faces maps of time and sun. They weren’t just listening; they were reminiscing. A young man in a faded university shirt, sipping his wine with an air of intellectual curiosity, watched, intrigued by the anthropological artifact before him. Chike was a bridge to the past, and in this shack, for a few precious hours, the past didn’t feel so far away.
The spell was shattered by the guttural roar of an engine that was profoundly out of place. It wasn’t the sputter of a motorcycle or the diesel choke of a mammy wagon, but a clean, powerful, and predatory sound.
The chatter in the shack died.
Heads turned.
A sleek, jet-black Mercedes-Benz 190E—the ultimate symbol of the time, its chrome gleaming like a knife in the sun, had nosed its way into the edge of the market, scattering a cluster of chickens and causing a woman balancing a tub of cassava on her head to leap aside with a curse.
The car was a bold, unspoken statement. It boasts of Lagos money, and of connections far beyond the red earth of Umuahia.
The door opened. First, a highly polished brown loafer touched the ground, then another. Out rose Chief Okoro Eke. He was a large man, not from fat, but from a solid, imposing bulk that his expensive, white, perfectly tailored kaftan did little to conceal. His face was round, his smile broad and practiced, but it never reached his eyes, which were hidden behind a pair of sleek, mirrored sunglasses. He moved with the unshakeable confidence of a man who believed the world existed for his convenience.
A murmur went through the shack. “Ogaranya,” someone whispered. The Rich Man.
Chief Okoro’s presence was a shockwave, but the tremor that followed was quieter, and far-reaching. The passenger door opened.
Someone emerged slowly, hesitantly, as if the ground might give way. She was Nneka, the Chief's daughter who just returned from London. She looked around, not with disgust, but with an intense, bewildering sense of displacement as she saunters beside him.
This was her father's world, but not hers.
Her eyes scanned the market, avoiding the bovine stares until they found Chike. They weren't the dismissive eyes of the students; they were curious, and perceptive.
She wore simple blue jeans and a plain white t-shirt, an outfit that screamed of foreignness amidst the vibrant akwa mmiri prints of the market women. Her hair was cut in a sharp, sophisticated bob that framed a face of intelligent, delicate features.
In one hand, Nneka held a paperback book, her thumb stubbornly holding her page. She looked around, not with the disdain her father might have shown, but with a wide-eyed, slightly overwhelmed curiosity. This world was in her blood, but not in her memory. She was a photograph come to life, a ghost from a future that hadn’t yet happened here.
For a moment, the noise of the market faded. The Chief, barking orders at his driver, didn’t notice the silent thread that stretched between the palm-wine singer and his daughter.
Chike’s fingers, still on the guitar strings, stumbled on a chord as he fixated on her, his heart hammering a rhythm far more frantic than any of his ballads.
Chief Okoro was already barking orders at his driver, pointing toward a stack of produce. But Nneka’s gaze, still scanning, searching for something she couldn’t name, kept her charmed.
The song died mid-note.
Nneka looked towards the palm-wine shack, ears pinned to the ground, and utterly captivated.
Chike saw the Lagos big man in his car, the spectacle of it all, but his eyes were locked on the girl. She was a paradox—utterly modern yet somehow seeming as lost as a spirit from an old folktale.
Their eyes met across the dusty expanse; it wasn’t a romantic bolt of lightning but a collision of worlds. In his gaze, she saw something solid, real, and deeply rooted—an authenticity that her father’s manufactured wealth lacked. In her gaze, he saw a glimpse of a vast, unknown world, and of possibilities that stretched far beyond the market’s borders—and a loneliness that mirrored his own. It lasted only a second or two at most.
A shadow fell over Chike. Mazi Ibe, the oldest man in the shack, whose spine was as curved as a question mark but whose eyes were sharp and clear, had moved beside him.
The old man placed a gnarled, bony hand on Chike’s shoulder, his voice a dry, low rasp that echoed only for him—and his face a map of wrinkles and wisdom.
“That one,” Mazi Ibe whispered, his eyes fixed on Chief Okoro, who was now laughing too loudly at his own joke. “He’s a man who eats with both hands and still looks at your plate. Whenever he sees something of worth, he must own it. When he comes in contact with people, he must use them. That girl isn’t a daughter to him today. She’s bait.”
Chike finally tore his eyes away from Nneka to look at the old man. “Bait for what?”
Mazi Ibe’s grip tightened slightly. “For the Eze. For power. For land. It’s always about land.”
Chike said nothing, the image of the girl with the book burned into his mind.
“The Chief,” Mazi Ibe continued, spitting on the ground, “is a man with a sharp machete but no farm. He wants the Eze’s ancestral lands. He doesn’t want the soil; he wants what’s under it. He’ll use the girl—her own daughter—as the key. The bait. A bird that has flown too far from the nest. Her father has promised her to the Eze’s son. A business arrangement… to join two powerful families.”
He released his gnarled hand from Chike’s shoulder and cursed under his breathe.
“Our people say that when a snake comes to your hut, you don’t ask about its length,” he continued. “You reach for a stick. That snake is in our compound, my son. And it’s not here to shed its skin. It’s here to eat. Alas, the Eze is too proud to see it.”
While Chike brooded on the words, Mazi Ibe looked pointedly at the guitar and said: “You sing the songs of our warriors. The question is, do you still have their heart?”
The challenge hung in the air.
Their conversation wasn’t just a song, or a forbidden glance from the young, beautiful girl at the crowded marketplace. It was about protecting a family’s legacy, heritage, and ancestral rights. To win the modern girl, he must become the traditional man; to save her future, he must fight for her past and present circumstance.
Mazi Ibe turned and shuffled back into the darkness of the shack before Chike could utter a word, leaving him alone in the sudden silence.
When he looked up, Nneka was gone, swallowed by the crowd following her father.
The final, unfinished note of his song paused as the image of Nneka’s curious, intelligent eyes burned onto Chike’s inquisitive and adventurous mind, the old man’s warning echoing in his ears and stirring a mixed feeling of danger, attraction, admiration, and fear.

Excerpt from "The Palm-Wine Singer" by Chimezie Irobiko https://meziesblog.com/the-singer-and-the-chief/

Abstract

This study investigates the role of university support systems in enhancing students’ mental health and academic success. Amid growing awareness of student well-being in higher education, the research—which focuses on the University of Sunderland, London—explores how institutional structures, services, and cultural responsiveness contribute to or hinder academic outcomes and psychological resilience among students. The author applied Bronfenbrenner’s Ecological Systems Theory and Tinto’s Student Retention Theory as primary analytical frameworks. The study is further enriched by Maslow’s Hierarchy of Needs and Self-Determination Theory to offer a multidimensional understanding of student development and engagement. Using a qualitative case study approach, the research involved semi-structured interviews with students and staff, supported by thematic analysis with NVivo software. Findings reveal that while students in higher institutions of learning generally value the availability of academic and mental health services, there is uneven access to support systems—especially among international, working-class, and minority ethnic students. Key barriers include cultural stigma, service fragmentation, and a lack of awareness or personalized outreach. Regardless, research indicates that proactive academic advising, peer mentorship, and embedded counselling increase delivery of effective support services that foster a sense of belonging and academic confidence. The study concludes that students’ wellbeing and academic success depend on more than isolated support mechanisms. Effective interventions by universities requires a systemic, inclusive, and evidence-based framework embedded across daily institutional operations. Recommendations include strengthening culturally competent services, improving digital and face-to-face outreach, and embedding feedback mechanisms to evaluate the impact of support systems. This research contributes to the evolving discourse on inclusive education and offers practical insights for universities aiming to bridge the widening gap between student needs (i.e., mental health and academic success) and institutional support delivery.

Dear Participant,

Invitation to Participate in Research Study

Title: The Impact of Cryptocurrencies on Traditional Banking Systems: Analysing How Disruptive Digital Currencies Can Transform the Nigerian Economy

I am a postgraduate student currently conducting research as part of my MBA program at …. I am investigating the impact of cryptocurrencies on traditional banking systems, with focus on how disruptive digital currencies, such as Bitcoin and Ethereum, have the potential to transform the Nigerian economy. The aim of this study is to explore the perceptions, challenges, and opportunities presented by cryptocurrencies, and how they may affect both the banking sector and broader economic development in Nigeria.

As someone with insight or interest in finance, economics, or digital currencies, your participation would be invaluable to this study. I kindly invite you to take part in this research by completing the attached questionnaire. The questionnaire consists of several sections designed to gather your opinions and experiences related to cryptocurrencies, their adoption, and their potential impact on traditional banking systems in Nigeria.

Your participation is completely voluntary, and all responses will be kept confidential. The information you provide will be used solely for academic purposes, and no personal identifying details will be shared. The questionnaire should take 10-15 minutes to complete.

How to Participate:
1. Complete the attached questionnaire.
2. Submit your completed questionnaire by April 15, 2025, to [your email address].

Your feedback and insights are extremely valuable and will contribute to a deeper understanding of the evolving role of digital currencies in shaping Nigeria's financial future. If you have any questions or require additional information regarding this research, please do not hesitate to contact me at [your email address].

Thank you in advance for your time and participation in this study. Your input is appreciated.
Sincerely,

[Your Name]
MBA Student, [Your University]
[Your Contact Number]

https://meziesblog.com/sample-invitation-to-participate-in-an-academic-research/

Burkas and niqabs are set to be banned in most public spaces in Portugal after MPs voted for a proposal to outlaw face veils introduced by a far-right political party. 

The measure applies when such veils are used for "gender or religious motives" and carries fines for offenders of between 200 euros and 4,000 euros (£174-£3,473).

Anyone forcing someone else to wear one could be jailed for up to three years.

If it becomes law, it would mirror the full or partial bans introduced by other European countries, including France, Austria, Belgium and the Netherlands.

Portugal's President Marcelo Rebelo de Sousa could veto the bill or send it to the Constitutional Court for checks.

Andre Ventura, leader of the far-right Chega party, told MPs during Friday's debate they were "protecting female members of parliament, your daughters, our daughters, from having to use burqas in this country one day".

Several women MPs from left-wing parties who opposed the bill, confronted Mr Ventura in the Assembly of the Republic chamber, but the measure passed with support from the centre-right coalition.

Andreia Neto, from the ruling Social Democratic Party, said before the vote: "This is a debate on equality between men and women. No woman should be forced to veil her face."

Only a small minority of Muslim women in Europe cover their faces, and in Portugal, such veils are very rare.

But full-face coverings such as niqabs and burqas have become a controversial topic across the continent, with some arguing that they symbolise gender discrimination or can represent a security threat and should be outlawed.

https://meziesblog.com/portugal-set-for-burka-ban/

SEO-friendly content is written with the intention of ranking highly in search engine results pages (SERPs). It is optimized for specific target keywords, is easy to read, and provides value to the reader. SEO-friendly content should also engage users, include appropriate meta descriptions and title tags, and fulfill specific search intent.

Search engines like Google are the key to attracting quality traffic to your website. Most search engines use complex algorithms to crawl the web, indexing content to provide the most relevant pages for users’ queries.

By optimizing all content for these algorithms, you increase your chances of appearing in organic search results.

1. Optimize Page Load Speed
Slow page load speed is damaging from a technical SEO standpoint as it can harm both the user experience and SEO rankings. For this, it’s good to consider compressing images and using browser caching to further optimize your site.

Another solution is to use lazy loading for images and video content. This means that media will only load when the user scrolls down to view it, which speeds up the initial page loading time.

However, the foundation of any good optimization strategy is using a reliable web hosting provider like Hostinger, known for its excellent uptime and page load speed. Well-optimized images, alongside fast hosting, are key to improving page load speed for SEO.

For example, let’s say your travel blog has beautiful, high-resolution images of various destinations. Unfortunately, the page takes over 7 seconds to load, causing a high bounce rate. Switching to a faster hosting provider like Hostinger, which uses LiteSpeed servers and global data centers, can keep visitors on your site for longer.

2. Maintain Consistent Content Updates
Creating SEO-conscious content also means understanding what “content freshness” is.

Regularly updating your blog posts or web pages shows search engine algorithms that your site is active and the content is relevant and up to date. Keep tabs on industry trends and make necessary updates to your existing content periodically.

For example, you previously wrote a highly successful post about the “Top 10 SEO Strategies for 2020.” Given the ever-changing nature of SEO, you update this article for 2025, adding new strategies and revising outdated information. This not only refreshes your content but can also capture new search traffic.

A good way to stay on top of content freshness is to create a content calendar that includes upkeep for evergreen articles. This way, you can regularly update statistics, screenshots, or affiliate links to ensure the content remains fresh and optimized.

3. Utilize Meta Descriptions
Meta descriptions are the short snippets of text that appear under the title of your website or blog post in search engine results pages (SERPs). They are an important part of SEO content creation because they can influence whether or not a user clicks on the link to your page.

When writing engaging meta descriptions, be sure to include the target keyword for the page, as well as a compelling call-to-action (CTA). You should also ensure that each meta description is accurate and relevant to the content it represents.

Here are some additional tips for writing an effective meta description:

Keep it short at around 150 characters or less.
Use strong verbs and action words.
Highlight the benefits of your product or service.
Use a CTA, such as “Click here to learn more,” to improve click-through rates.

4. Leverage Social Sharing
5.
6.
7.
8.
Read more from IROBIKO CHIMEZIE KINGSLEY https://meziesblog.com/10-proven-hacks-for-google-rankings-and-seo-optimized-contents/

STUDY MOTIVATION

Pandemic aftershocks have continued to disrupt global economies in 2023, but many organizations have gained resilience through strategic management. The key challenges to organizational growth are mostly within the system, specifically among workforces, so leaders need to analyse their internal business environments to make purposeful decisions based on how their employees feel about the corporate culture. The power culture at BBC Nigeria is, perhaps, the major cause of high turnover. In comparison, BBC UK is characterized by a toxic ‘cut-throat’ culture that breeds internal competition for promotion, and fierce rivalry with other companies to attract high-paying clients (Tkachenko et al, 2022).

Although the BBC Charter is a guide for business activities at BBC offices in the United Kingdom and Nigeria, studies show that the UK segment has clear procedures for internal reporting—a crucial governance structure lacking in Nigeria. Therefore, the motivation for this study is driven by a quest to identify culture-related factors increasing turnover rates in Nigeria. Findings will be mirrored against standards set by the BBC Charter, workplace realities at BBC UK, and the management approach sustaining award-winning journalistic professionalism in global media organizations like Cable News Network (CNN), Sky News, Aljazeera etc (Jathol & Rüling, 2019).

RESEARCH SIGNIFICANCE

Although global engagement and wellbeing of employees have stabilized in 2023, data-based studies indicate that results are still low in many countries and organizations like BBC Nigeria. According to the lasted report from Shortlister titled “The Great Employment Turnover Statistics in 2023,” one out of every three employees will most likely quit their job after six months. This implies that employers are not only losing talents but facing a difficult challenge of attracting, retaining, and engaging new employees regularly. The high turnover and management-related problems indicate this study has strong implications for managers, corporate leaders, HR professionals, and scholars who would use the research findings and recommendations to improve body of knowledge in employee retention strategies (Tkachenko et al, 2022).

PROBLEM STATEMENT

Organizations conduct performance reviews to determine employees’ strengths, weaknesses, and current productivity levels. Results from such evaluations are used to identify potentials, reward individuals/groups based on their contributions to organizational growth, motivate the workforce, and design needs-based training and development programs. The problem is that most performance reviews focus on employees and ignore managers whose personality traits and culture dimensions have a significant impact on organizational performance. At BBC Nigeria, managers are not scrutinized against standards set by the BBC Charter, so there are no verifiable indicators of how they are creating a conducive workspace or destroying employee motivation with toxic attitudes. Further, unlike the United Kingdom, where The Times legally obtained HR data/reports on workplace incidents relating to abuse and negligence of company values, Nigeria has systemic challenges to implementing employment laws. Like many West African countries where BBC operates its broadcasting business, corporate governance in Nigeria is clogged with corruption, abuse of power, and unreliable data (Usherwood & Usherwooj, 2021; Jathol & Rüling, 2019).

This qualitative research examining the link between corporate culture and employee turnover will face challenges from the inaccessibility of HR records at BBC Nigeria, and the UK. However, the author will scrutinize (for validity and reliability) primary data sourced from former and current BBC employees in both countries to ascertain the impact of culture on employees’ stress level, wellbeing, motivation, engagement, and productivity—with brief analyses of theoretical concepts in strategic management.

RESEARCH AIM

The main aim of this research is to examine how corporate culture influences employee turnover at BBC UK, and Nigeria.

RESEARCH OBJECTIVES

The key objectives of this paper are as follows:

To analyse relevant research, concepts and theories relating to corporate culture and turnover, as well as employee attraction, retention, and engagement.
To identify the link between corporate culture and employee turnover.
To examine underlying reasons for the high turnover rate within BBC Nigeria workforce.
To recommend innovative HR management solutions to the Country Manager at BBC (Nigeria).

Source: Irobiko Chimezie Kingsley https://meziesblog.com/a-research-on-the-british-broadcasting-corporation/

1.1 BACKGROUND OF THE STUDY

Corporate culture means the norms, values, and policies that determine how employees perceive things and behave in the workplace, as well as how they feel about themselves and others. Culture has a direct impact on brand equity, customer trust, and business performance because it reflects on daily business activities.

The BBC is a unique international organization but there seems to be confusion about who oversees its culture (Usherwood & Usherwood, 2021). Examples of poor crisis management at BBC establishments, specifically in Nigeria indicate there are gaps in the leadership structure—such as bureaucratic checks and balances—that do not support responsibility, fairness, and accountability. Since the BBC commenced business operations in Nigeria more than six decades ago, its reputation as a frontline media house has not been debatable. Its culturally competent recruitment policy that empowered local talents to embrace ethical journalism many years ago made enormous impact on Nigeria’s development as a nation. BBC’s investigative journalism has also produced highly engaging contents on “Sweet, Sweet Codeine” and “Sex for Grades” among others that spurred governmental interventions in corporate governance issues. Although many BBC employees left for studies in other countries, there are many victims of workplace bullying who resigned to preserve their wellbeing from toxic managers. These victims allege that BBC culture in Nigeria supports bullying, victimization, and harassment because no one does anything to stop the ugly trend. Moreover, the influential media organization has no anonymous reporting channel that could have exposed these wrongdoings and hold offenders responsible for their actions. In 2020, a BBC journalist behind the “sex-for-grade” exposé attempted suicide over claims that her award-winning investigation was deliberately credited to someone else. Such unfair and unethical action perpetrated by top executives saddled with the responsibility of implementing policies show they are either not part of the decision-making process or there exists a far-reaching culture that promotes bad corporate governance (that is, unprofessional and discreditable attitudes) at BBC Nigeria (Ertem-Eray, 2021).

On the contrary, managers at BBC UK understand that workers are more confident about quitting their jobs these days because finding another placement is not difficult (Usherwood & Usherwood, 2021). Moreover, skilled workers are in high demand, and they prefer organizations with a family-friendly corporate culture. But the management disposition has not erased the remarkable ineptitude towards a zero-tolerance policy against all forms of discrimination or harassment. BBC UK also has issues in the areas of crisis management, ethics, compliance, and implementation of HR policies (Tkachenko et al, 2022). According to data obtained via the Freedom of Information Act (FOIA), The Times disclosed that BBC UK partially or fully retained thirty-three out of one hundred and fifty-four employees proven to have engaged in workplace bullying and harassment between 2020 and 2022. Only one employee was fired after an internal investigation. Some of the complaints were also withdrawn due to internal pressure which supports claim by The Times that BBC leadership does not offer adequate protection for whistle-blowers. One of the victims alleged that BBC executives are more concerned with protecting their image that employees’ wellbeing. This is a major culture issue that can trigger a record-high level of employee turnover if ignored. Notwithstanding, the media organization has a standardized salary structure, fair reward system, and other benefits that motivate and inspire its workforce to achieve sustainable goals (Usherwood & Usherwood, 2021).

In a world where mental health issues have become a key challenge to employee productivity, every organization is expected to adopt a culture that makes workers feel respected, supported, and satisfied. It is unacceptable for managers or subordinates to be harsh, hostile, or aggressive no matter the circumstance. When bosses turn to workplace bullies, they create a toxic culture where anxiety, stress, and low self-esteem become an identity thereby leading to high employee turnover. Thus, from a management perspective, workplace culture is a complex issue due to the cultural mix of workforces that are often contradictory and widely misunderstood. But unethical behaviours from managers, including the predisposition to create a hostile workplace environment and abuse workers certainly puts the BBC at risk. (Möller et al, 2022; Mozaffan et al, 2022). Bad workplace culture has a negative impact on employees’ mental, emotional, and psychological wellbeing; it also reflects on their engagement, productivity, and turnover rates, so jobseekers are not only looking for high-paying jobs but companies offering better compensations, work-life balance, adequate benefits, career advancement opportunities, and possibilities of a career change (Möller et al, 2022). Therefore, the author will review relevant literatures on corporate culture and turnover in global media organizations, and use the knowledge gained from both primary and secondary sources to scrutinize the culture performance of BBC organizations in the UK and Nigeria.

1.2 THE COMPANY

BBC is the most popular UK media organization providing services to ninety percent of adults and eighty percent of young adults on weekly average. Established as BBC Empire Service at Broadcasting House, London in December 1932, the multinational makes significant GDP contributions to the UK economy. BBC broadcasts radio news, speech, and discussions in over 40 languages to more than 210 million people per week via radio and online channels. Known as the “the world’s oldest national broadcasting house,” BBC UK employs over 22,000 creative and technical teams who provide 24-hour international media services in English language. After 90 years of operating as a reputable global news outlet, BBC sustains global visibility with sponsorship from the UK government and huge capital accruing from limited advertising and television licence fee. In 2015, the UK government allocated £289 million to cover operational costs over a five-year period that ended in 2020. Liliane Landor is the director, BBC World Service, whereas Jon Zilkha holds position as global business controller (Jathol & Rüling, 2019).

As part of its global expansion strategy since 1940s, BBC World Service under Jamie Angus (Director) launched a digital drive to establish more language services across the African continent. Headquartered in Abuja, Nigeria, the broadcasting corporation operates language services in pidgin, Igbo, Yoruba, and Hausa. All digital platforms are regionally characterised to meet the needs of various geo-political zone in the country. The British multinational has a workforce comprising more than one hundred individuals who implement humanitarian and non-partisan projects to improve governance, health, resilience, and inclusion of marginalized groups such as women, girls, youth, and disabled persons in Nigeria. It also has programme for engaging and inspiring Nigerian youth to change their perception of leadership and empower them to play active roles in governance. Key partners in the BBC Nigeria project are the United Nations Children’s Education Fund (UNICEF), Bill & Melinda Gates Foundation, ActionAid, U.S. Agency for International Development (USAID), and UK Foreign, Commonwealth and Development Office among others. In collaboration with UNICEF, BBC Nigeria has successfully debunked health-related myths in Northern Nigeria about the benefits and risks of contraceptives, child marriage, and polio immunization. Other educative programme implemented to save more lives include radio shows about pneumonia, diarrhoea, stigma against people with HIV/AIDS, and COVID-19.

1.3 RESEARCH QUESTIONS

This research is systematically designed to answer the following questions:

Does power culture among managers affect corporate values?
Does organizational culture determine the rate of employee turnover?
Why are BBC Nigeria employees leaving the organization?
What measures can BBC Nigeria executives take to boost employee attraction, retention, and engagement?

Source: IROBIKO CHIMEZIE KINGSLEY https://meziesblog.com/the-impact-of-corporate-culture-on-organizational-performance-a-research-on-bbc-uk-nigeria/

1.0 INTRODUCTION
Current global trends in employee attraction, retention, and engagement indicate there are unresolved internal problems that influence people’s decision to switch jobs or start their own businesses (Harney, 2023). The financial cost of losing experienced, creative, and dedicated workers is often difficult to calculate due to certain factors. For example, the expenditure on staff recruitment and training is a long-term investment with incremental value. Also, employee turnover has direct negative impact on the efficiency of work process, as well as the morale and overall productivity of those left behind (Xu et al, 2022). But when top-performers switch to competitors delivering similar products and/or services in the same market segment, the real cost of employee turnover might include negative online image, low brand equity, loss of competitiveness, and bankruptcy (Mozaffan et al, 2022).

Evidence-based research on the global market shows that small-, medium-, and large-scale enterprises in different sectors are struggling to retain their top-performers. From both employee and employer perspectives, the COVID-19 pandemic significantly affected employee turnover as workers crave to feel more connected to their colleagues and employers. The global health crisis, thus, changed Human Resource (HR) landscapes in many countries, spurring HR professionals to re-evaluate current workforce resourcing strategies and make necessary changes capable of attracting, retaining, and engaging adequate talent pool. Yet, apart from pandemic-related regulations which encouraged innovative application of task- and relationship-oriented leadership approaches in management, corporate culture has been rarely identified as a major factor driving attrition rates across the world (Xu et al, 2022).

As global economies show signs of improvement from COVID-19 aftershocks, more employees are quitting in droves—an indication that high turnover in organizations is not a result of economic factors (Tkachenko et al, 2022). Culture-related issues (such as workplace bullying, harassment, power politics, sexual abuse and more) have been reported against BBC employees in the United Kingdom and Nigeria (Usherwood & Usherwood, 2021). The management of BBC Nigeria has been criticized for propagating workplace abuse, harassment, victimization, and other negative characterizations of a weak corporate culture. In September 2021, BBC UK was also criticized for not sacking a group of employees after investigations into HR complaints found them guilty of workplace abuse—and that was not the media organization’s first record with employment violations (Lloyd, 2020). There are more workplace incidents and allegations that BBC establishments in the UK and Nigeria have unprofessionally and unethically addressed due to systemic factors impeding strict adherence to the BBC Charter.

BBC has been a strong force for cultural change (David, 2022). The organization’s ‘respect at work’ culture is a blueprint for leaders of global media houses experiencing high turnover rates. But despite the emphasis on minority representations and potential biases, there is difficulty in defining corporate culture due its multifaceted nature. For example, the culture at CNN supports attractive wages as the key strategy to motivate and engage workers. Least earners at CNN International (customer support staff) have an estimated annual salary average of $60,000 with impressive dental and health insurance packages. But while global media organizations are integrating effective workforce management models to address challenges from the ‘Great Resignation,’ there are questions about why BBC leadership in Nigeria is not applying workable stop-gap measures to reduce culture-related problems and reduce turnover rates. According to Carson et al (2020), strengthening employee-centric organizational values is foundational to improving employee engagement. However, Mozaffan et al (2022) suggest that every organization has corporate values that are deemed necessary for achieving goals, thus, employees should find their source of motivation and adapt or leave. This paper therefore examines corporate culture in media organizations to identify the key predictors of high turnover and crosscheck findings with trends at BBC UK, and Nigeria.

https://academicscores./2025/01/06/corporate-governance-employee-turnover/

1.1 The Budgeting Process

Budgeting is an aspect of business planning. It simply means the descriptive and comprehensive roadmap for implementing strategic, short- or long-term financial and non-financial plan that controls and sustains business activities thereby facilitating actualization of overall business objectives. Although planning aims at improving profitability, budgeting emphasizes S.M.A.R.T. (i.e., Specific, Measurable Attainable, Realistic, and Timely) use of resources to sustain productivity, increase performance, and strengthen competitive advantages. Leaders must clarify ideas, focus on efforts, and use time and resources productively to improve the effectiveness of budgeting process (Kaufman et al, 2021).

The budgeting process involves activities like planning, implementing, monitoring, and controlling, and performance appraisal. The budgeting process is as follows:

 Tactical planning: This basic stage requires thorough analysis of the business environment to identify opportunities and threats, as well as gain insight into market trends, competitors’ strategy, and internal core competences—including finance. This is the responsibility of a finance department led by a Chief Finance Officer (CFO).
 Cost buffer: A scrutiny of the budgetary cost becomes necessary for leaders to identify factors that may change input cost within the estimated time. For example, time between the planning phase and launch of new products creates uncertainty over socio-economic changes, competitors, suppliers, and consumer demand. Businesses can align goals with market volatilities by increasing budget estimates to reduce the impact of sudden increase in cost. Budgeting with S.M.A.R.T. indicators require leaders to make provision for variations in costs.
 Preparation of subsidiary budgets for revenue and expenditure: Budgeting should include insights on labour and overhead costs, procurements, production costs, operational costs, as well as marketing/sales and revenue sources within the budget period. Expected expenditure should balance with revenues to sustain profitability. Thus, revenue targets should serve as a yardstick for decision on estimated expenditure for the financial year.
 Budget integration: At this stage, departmental/regional budgets are collated and incorporated in the primary budget to ascertain estimation of revenues and expenditure for the fiscal period (monthly, quarterly, or yearly).
 Incorporate bonuses: Samsung pays bonuses, shares, dividends, and premiums at the end of each fiscal year. Top performers also receive compensations/rewards for innovation and diligence in quarter-based appraisals. Provisions are therefore created in budgetary planning to incorporate these liabilities.
 Preparation for capital expenditure: Budgeting at this stage focuses on estimated expenditures on research and development (R&), acquisitions/mergers, and other capital projects. The leadership team deliberates on financial matters under guidance from the CFO and other professionals.
 Budget review: Conduct final assessment of the budget to understand how it aligns with the business model and S.M.A.R.T. indicators.
 Approval and implementation: The CFO and top management conducts an analysis and review that precedes approval or request for adjustments.
 Budgetary control: This phase involves regular appraisal of financial and non-financial activities to ensure strict adherence to provisions and financial estimates (Hayden et al, 2022).

1.2 Relationship between Budgets, Objectives, and Strategic Plans

Budgeting decisions can be taken from a bottom-up (starting at the departmental level) or top-down approach (taken by top management). Budgeting activities are linked with organizational objectives and strategic plans because it helps in setting priorities for how resources should be used, ensures that funds are distributed based on needs, and reduces/eliminates waste of organizational resources (Chen et al, 2022).

1.3 Significance of Business Plan

Financial planning helps organizations to accurately assess risks, choose the best risk protection plan, allocate resources equitably, and continuously control/track performance to achieve maximum returns on investment (ROI). It is crucial for determining the capital requirements of business projects/activities. Also, a tactical business plan helps managers to establish a capital structure suitable for the activity and resource, as well as enact financial policies that enable optimal utilization of resources (Hayden et al, 2022).

1.3.1 Marketing and Advertising Plan

Read more: https://meziesblog.com/budgeting-and-planning-in-multinational-organizations-a-case-study-of-samsung/

In the quiet moments of dawn's gentle kiss, Lies a truth often missed, yet pure as bliss. For happiness is not a treasure to seek, But a gift bestowed, soft and meek.

Like morning dew on petals light, A fleeting touch, yet brilliant and bright. It's in laughter shared and kind words spoken, In hearts that heal and bonds unbroken.

Not bound by gold or diamond's gleam, Nor found in the chase of a distant dream. But in simple joys, in love's sweet song, In knowing we belong, where we belong.

So cherish the present, unwrap each day, Let gratitude guide you, light your way. For in the tender moments, small and swift, You'll find that happiness, indeed, is a gift.

https://meziesblog.com/a-priceless-gift/

Location United: Arab Emirates

Closing date:18 Sep 2024

College of Business

Faculty Opportunities

Abu Dhabi University’s (ADU) College of Business is a multi-campus business school offering international programs in the United Arab Emirates (UAE). The College is among the 1% of the world’s business schools accredited by both the AACSB and EQUIS and in 2024 was ranked by Times Higher Education at 101 – 125 in the world in Business and Economics.

We are now seeking faculty to deliver undergraduate, postgraduate, and doctoral teaching as well as thesis supervision in the following discipline areas:

Assistant Professor in Management. Assistant Professor in Human Resources Management. Assistant Professor in Accounting (Auditing, Taxation, Government Accounting and Computer Applications in Accounting). Assistant Professor in Operations and Supply Chain Management. Assistant Professor in Digital Marketing.
ADU offers a competitive remuneration package that includes tax free salary, annual flights for self and immediate family, family housing, children’s education allowance, private health insurance and end of service benefits.

Criteria you must have:

Applications that do not meet these criteria will not be considered.

A Doctoral degree in one of the above business specializations from an internationally recognized university (preferably AACSB or EQUIS accredited). Having a multidisciplinary background is a plus, for example, in digital technologies and operations management.

A minimum of three journal articles published or accepted for publication in Scopus Q2 journals. Applicants must rank their research articles with the Scopus Quartile found here: https://www.scopus.com/sources. Articles not ranked will be assumed to not be Scopus listed.

Applicants should submit the following to cobrecruit@adu.ac.ae

Letter of Application, addressing how your experience matches position requirements. Curriculum vitae that includes education, teaching and research experience with a ranked list of publications.

Application Deadline: Applications will be reviewed immediately and continue until positions are filled.

https://academicscores./2024/08/30/faculty-positions-in-college-of-business-abu-dhabi-university/