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FT: Trendspotter: Light touch


Other Features:

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Trendspotter: Light touch

By Nicholas Spencer, FT.com site
Published: Aug 03, 2007

Trendspotter is suffering from wellbeing fatigue. It is a condition brought on by the marketing and public relations industries' fetish for dreaming up far-fetched health benefits and attaching them, willy-nilly, to almost any kind of product. Symptoms include a tendency to dismiss labels such as "the world's first 3 per cent fat chip".

However, a tasting of the abstemious chips (also known as frites or French fries) suggested that the machine that produced them might bear closer scrutiny.

The Actifry, from kitchen gadget manufacturer Tefal, dispenses with the reservoir of cooking oil common to other fryers and instead employs just a spoonful, which it converts in to a fine mist to coat the raw potato batons. It then subjects them to a constant stream of hot air to cook them to a crispy, golden brown.

The resulting chips are indeed 3 per cent fat, compared with 9 per cent for those cooked in a conventional oven, 13 per cent for those heated in a microwave and 14 per cent for those deep fried. In addition, the chips have higher levels of omega 3 than those produced by other cooking methods because the oil is used only once and doesn't degrade.

The Actifry, which is priced at £150, can also be used for cooking meat, fish and vegetables.

www.lakeland.co.uk

ST: He used fake degree, but boss still wants him back

Home > Singapore > Story
Aug 31, 2007
He used fake degree, but boss still wants him back
Employer paid legal fees, fines for man whom she calls a 'very committed employee'
By Elena Chong, Court Correspondent
TRUSTED WORKER

'We shouldn't just look at qualifications... I trust him with my life. Till now, I have never once been disappointed with his work.'

-- MRS IVY SINGH-LIM, pictured here with her husband, Mr Lim Ho Seng, on her farm supervisor Shivalingam Chandrasekaran, who has a history degree but bought a fake botany degree and used his cousin's name to work at Bollywood Veggies. -- ST PHOTO: WONG KWAI CHOW

HE BOUGHT a fake botany degree and used a passport bearing his cousin's name in order to get an employment pass.

But when his ruse was discovered, his employer - impressed with his work as a farm supervisor - hired the best lawyers for his defence, paid his fines and still wants him back.

She went as far as to say she would adopt him as her son.

Shivalingam Chandrasekaran's troubles began in 2002, when he claimed he naively followed the advice of his agent in India not to use his own passport and qualifications if he wanted to get an employment pass.

Chandrasekaran, who had worked here before in the 1990s as a work permit holder, decided to re-enter Singapore soon after his return to India in 1998.

So he obtained an Indian passport in the name of his cousin and bought a fake botany degree.

Yesterday, his employer, Mrs Ivy Singh-Lim, was in court with her husband, Mr Lim Ho Seng, to support him after she engaged top firm Allen & Gledhill.

In July 2002, in order to work for Bollywood Veggies as a farm supervisor, Chandrasekaran filled in an employment pass application stating that he was Arumugam Sittrarasu and had graduated from Mandurai Kamaraj University in India with a botany degree.

Ministry of Manpower (MOM) prosecutor Victoria Lee told the court that earlier this year, the MOM found out that Chandrasekaran had lied in the employment pass application that he was a botany graduate.

The history graduate had entered Singapore to work posing as Sittrarasu, and had bought a forged botany degree for 1,500 rupees (S$56) obtained by his agent in early July 2002.

For producing a misleading passport to enter Singapore on Feb 2, 2000, Chandrasekaran was jailed for two weeks and fined $2,000.

District Judge Aedit Abdullah also fined him another $4,000 for lying in immigration documents.

Mrs Singh-Lim paid the fines.

Two other similar charges were considered.

Pleading for a fine, lawyer Muralli Rajaram, together with colleague Eugene Thuraisingam, said Chandrasekaran, who earns $3,500 a month, had contributed much to the success of the Lim Chu Kang organic farm, which attracts up to 2,000 visitors a week. He has been working there for five years.

Mrs Singh-Lim described Chandrasekaran as a 'very committed employee'.

'He has been such a blessing to me that I am willing to adopt Chandra as my son,' she said in her testimonial.

Mr Muralli said Chandrasekaran had come here as he was desperate for money to send to his sick father in India. Matters worsened when his first wife committed suicide and he had to pay his relatives to look after his son, now 14.

Mrs Singh-Lim said she was very happy with the outcome, but she had hoped that the courts would have been open to doing even more.

She recounted how in the National Day Rally speech last year, the Prime Minister had spoken about getting back a twice-arrested Chinese illegal immigrant who was running at least five hawker stalls and employing some 11 Chinese nationals and a number of Singaporeans.

PM Lee Hsien Loong said then: 'So one day we should get him back and we should get other people like that to come back and to come to Singapore because they have spunk, the drive and they will make it with sheer grit and get to the top one day.'

While Chandrasekaran was not quite the entrepreneur, Mrs Singh-Lim hoped that he would be considered in the same light.

'We shouldn't just look at qualifications. We should look at the quality of the person, the nature of the person.'

Describing him as the 'best employee' she ever had, Mrs Singh-Lim said: 'I trust him with my life. Till now, I have never once been disappointed with his work.'

She said she would appeal to the authorities to let Chandrasekaran continue to live here. Not only that, she said she was going to sponsor him to get permanent residence here.

View all thumbnail Photo 2 of 2 « Prev   Next »
JAILED AND FINED: Shivalingam Chandrasekaran entered Singapore to work posing as his cousin. -- PHOTO: BOLLYWOOD VEGGIES

 

elena@sph.com.sg

FT: The mentor who guides MBAs on a course to lasting fulfilment

The mentor who guides MBAs on a course to lasting fulfilment

By Della Bradshaw

Published: August 27 2007 03:00 | Last updated: August 27 2007 03:00

It is a rare business school programme that invokes in its participants a similarfervour to that experienced in a revivalist religious meeting. But this would appear to be the case with Srikumar Rao's elective course, Creative and Personal Mastery.

Now in its third year at London Business School, the course has also run at Columbia, New York, and may soon become part of the MBA programme at the Haas school at Berkeley.

Prof Rao, a businessman more than an academic and armed with practical experience rather than research, is one of a new breed of business school teachers. They eschew number-crunching and regression models in favour of personal issues.

"It is designed to get [students] to think about things rarely acknowledged in business schools. What makes me happy? What makes me happy at work?" Most people, he says, "don't have a clue" about such things.

Many, however, would accept Prof Rao's hypothesis. "When putting in long hours, if you don't get a deep sense of fulfilment at work, you're wasting your life." His solution? "Your idealjob isn't something that exists; it's something you can craft."

Just how to do that is at the core of his programme, which receives gushing praise from many students. "The technical skills that I learn at school will only get me so far and will one day be obsolete," says Nick Wai, a recent LBS graduate. "What I learn in CPM, however, will help me build a foundation not only as a business person, leader even, but more importantly as a human being."

Natasja Giezen, another London MBA, says the course teaches the "why" when most business school courses teach the "how". She believes MBA students are the ideal target audience. "At business school we all think a lot about what we want from our future and this seems to fit in seamlessly."

Prof Rao says there are four main planks to the course: learning techniques to spark creativity; helping students find their purpose in life; learning how to be most effective; and how to find balance in life.

Many university strictures have been rewritten. Students hand in written work when they think it is ready rather than to a deadline, and they have to make a public commitment to do something for their peers. A weekend retreat is included in the programme.

Prof Rao's advice on landing a job flies in the face of many careers service dicta. You are most unlikely to find your ideal job straight out of business school, he says, so accept the "least worst" job you are offered.

As for interview techniques, he recommends that the aim should be to find out whether the company is one you want to work for rather than trying to impress the interviewer.

Once you have your first job, you can start turning it into the job you want, he says. One piece of advice he gives is to focus on the good things about the job and then set the target of increasing the proportion of the job that is the good stuff. An element of learning should be involved in the process.

Prof Rao's own work record includes experience in both the academic and the business worlds. His own MBA is from the Indian Institute of Management, Ahmedabad, and he has consulted for several blue chip corporations and taught on the corporate programmes of companies such as Bell Atlantic.

He also has a PhD in marketing from Columbia Business School and is no shrinking violet when it comes to promoting the programme he teaches. Students queue to learn about the course, he says, and it is the only business school programme with its own alumni association.

What differentiates the course from a self-help manual, however, are the mental models and long-term exercises the professor sets. MBA students are often labelled the most "me"-centric group on the planet. The obvious enthusiasm of past and present participants, who are undoubtedly some of the smartest cookies around, sets this programme apart.Details of Creative and Personal Mastery can be found on Srikumar Rao's website, www.areyoureadytosucceed.com

FT: Unlikely spinner of McDonald's plate

Unlikely spinner of McDonald's plate

By Jenny Wiggins

Published: August 27 2007 03:00 | Last updated: August 27 2007 03:00

Two women leave theRonald McDonald House Charities meeting and get into a lift at the Marriott hotel in Chicago. Neither seems to notice that they are standing in front of Jim Skinner, chief executive of the restaurant chain. He had addressed their meeting just an hour earlier and assured more than 1,000 participants that "behind you is a brand that cares just like you do".

The 62-year-old manager does not stand out in a crowd. He is short with pale skin and greying hair. And until 2004, he was very much the number two man at McDonald's, as chief operating officer and vice-chairman, having worked his way up the company.

But when Charlie Bell resigned as chief executive in November 2004 after being diagnosed with cancer, Mr Skinner was asked to take on the job. Mr Bell had held the post for less than a year since Jim Cantalupo died from a heart attack the previous April.

Mr Skinner's appointment was unexpected but not unwelcome. "Did I think I was going to be CEO of the company? Probably not," he says. "But was I ready? Yes."

Mr Skinner has masterminded a comeback at the global restaurant chain. McDonald's lost customers in the late 1990s and early 2000s as it focused on expansion at the expense of the quality of its food and service. Its failings were illuminated in books and films such as Fast Food Nation and Super Size Me.

Today the company is backin favour with customers and investors. Sales have soared, bringing record profits of $3.5bn last year. The stock price hit a new high of more than $53 a share in July. McDonald's claims to serve 6m more people eachday than five years ago. "My results speak for themselves," Mr Skinner says.

Part of the reason for the revival are well-publicised changes to its menu and decor, elements of a strategy introduced in 2003 called Plan to Win. Restaurants offer salads made with edamame (soyabean pods) and snow peas alongside Big Macs and fries. The group is also investing $1bn a year in such things as comfortable seats, soft lighting, plasma TV screens and wireless internet access.

But there have also been significant changes to the group's management and organisation. Mr Skinner has reshaped the top team and appointed to senior positions people he believes "can really drive the business effectively".

A fast talker who likes to use his hands to emphasise a point, he is blunt about the kind of person he wants. "I don't want to be hanging around anybody that doesn't get up today wanting to do it better than yesterday."

In the past two years, he has promoted Denis Hennequin, a Frenchman, to run McDonald's Europe (the first non-American to hold the position); hired Mary Dillon from PepsiCo to be the group's chief marketing officer; moved Tim Fenton from the US to Hong Kong to run Asia, Middle East and Africa; and appointed Ralph Alvarez president and chief operating officer. Mr Alvarez, who previously ran McDonald's North America and replaced Mike Roberts last year, is "the best restaurateur" in the business, Mr Skinner says.

"It's not because Mike Roberts was not an effective chief operating officer but [he] left and that gave us an opportunity to put someone in there that I thought was better."

In the past, Mr Skinner says, McDonald's would set unrealistic growth targets then neglect its core business as it tried to meet them. "We sought out a lot of other things. Should we be in the chicken business? Should we buy other restaurants? Should we be in other services? Should we sell our real estate expertise? All the while [we were] not focusing where the real money was, and that's on the core."

He wants his team to attend to what he calls "the basics": serving simple food quickly. "It's not magic," he says. "Every customer wants the same thing. They want hot food. They want it fast."

Instead of opening its menu to dozens of new products, McDonald's has been concentrating on improving existing ones. Even its successful "snack wrap", launched last year and sold in North America and Germany, has been concocted from current menu items such as chicken and salad, Mr Skinner says.

McDonald's should not be "too creative" with food, he says, adding that he is "overwhelmed" by McDonald's "innovation laboratory" in Romeoville, Illinois, which he visits four times a year.

"What you have to decide is what is going to have the biggest impact on the business. So you have to make some bets thereand get on it."

Coffee sales rose 30 per cent after McDonald's changed the way it blended its beans and introduced thick styrofoam cups emblazoned with the words "fresh brewed custom blend . . . rich, bold and robust".

Mr Skinner is reluctant to say whether McDonald's is taking market share from specialist coffee chains such as Starbucks. But the restaurant group's scale gives it an advantage, he says. "When you can [sell coffee] at the speed of McDonald's and the price of McDonald's, who can challenge us really?"

As well as trying to improve its food, McDonald's is selling it faster by extending opening hours (more than 30 per cent of its 13,000 US restaurants are open 24 hours a day) and encouraging restaurants to add drive-through service.

In spite of the upturn, Mr Skinner worries about complacency. "That somehow we'll forget how we got here . . . Everybody gets tempted by success."

To keep staff motivated, he has created the McDonald's Leadership Institute. While the company's Hamburger Universities train restaurant staff, the institute is designed to provide finance, strategy and "talent management" education to 1,400 McDonald's directors globally.

Mr Skinner's own management skills were acquired by learning from the mistakes of others, he says. "You take the good and leave the bad . . . Whenever I thought I was ready for another job, I spent most of my time thinking critically of the decisions that had been made by my boss."

But he says his experience of becoming CEO without warning is not something that should be repeated. As with thousands of management positions across the group, corporate staff are asked to provide the names of two potential replacements. "We have learnt through our own distress regarding potential leaders at McDonald's [that] it's important to have people available to do the job."

Asked about his own successor, Mr Skinner shows a touch of humour. "We have a lot of people who could do this job. Probably none as well as me."

Recipe of hard work and discipline acquired in the US navy

Jim Skinner attributes his liking for hard work and discipline to nearly a decade in the US navy, which he joined after leaving school. He did tours in the Tonkin Gulf and Vietnam ("I worked in electronics"). But after returning to the US and getting married in 1969, he looked for a job that would involve less travel.

In 1971 he joined McDonald's as a restaurant manager trainee in Carpentersville, Illinois.He worked his way up the organisation and joined its international management team in 1992. Though he remained based in the US, he spearheaded the introduction of McDonald's to 50 countries in the Middle East, Europe and Asia.

Mr Skinner, who is largely self-educated, is a student of the American motivational speakers ,Zig Ziglar, a self-help writer and former salesman, and Denis Waitley, founder of the National Association for Self-Esteem.

He likes McDonald's because it is a place where anyone can succeed. "I saw that at McDonald's hard work and persistence . . was rewarded. People don't get up in the morning and ask about your résumé or your portfolio."

FT: Men's magazines turn the page on their adolescence

Men's magazines turn the page on their adolescence

Published: August 27 2007 03:00 | Last updated: August 27 2007 03:00

One of the surest ways to irritate Jay Fielden, the otherwise unflappable editor of Men's Vogue magazine, is to mention the term metro-sexual.

"I think it was created by the media to tar a certain male who's interested in more things than the average guy," Mr Fielden says. He then poses a rhetorical question: "Was Thomas Jefferson a metro-sexual? He decorated his own house."

Since Men's Vogue was launched two years ago, Mr Fielden has become an expert at such distinctions. His mission has been to take a magazine whose namesake is the bible of women's fashion and make it palatable to men.

To some in the advertising and publishing industries, it is an impossible errand. "Vogue is a women's brand - not a men's brand," says one dubious media buyer, who predicts that few heterosexual men would be caught dead with a copy of the magazine under their arm or on their desk.

Mr Fielden disputes this. Ralph Lauren, he points out, managed to expand the Polo brand from men to women.

Some supporters argue that the magazine may benefit as male readers snap out of an adolescent spell.

"I think the men's magazine category is going through a maturity stage, and I think Men's Vogue could be well positioned for that," says Andrew McLean, president of Mediaedge:cia, a division of the WPP global advertising group.

Indeed, after taking the industry by storm in the mid-1990s, men's magazines featuring bawdy humour and scantily clad B-list starlets seem to be waning. The decline was first seen in the UK, birthplace of "lads' mags", where circulation fell 14 per cent last year. Among the hardest hit titles were Loaded, Nuts, FHM and Maxim. One media investor declared "a new revulsion to naked women" in London.

That chill appears to have spread to the US. Last week, Dennis Publishing sold Maxim and its other US titles to Quadrangle, a private equity firm, for a reported $240m, less than half the price that was offered for the group three years ago, according to several people close to the company. The new owners are closing Maxim's sister magazine, Stuff, while FHM's US edition has already folded.

By contrast, the mood has brightened at the more mature end of the newsstand. With a circulation last year of more than 1.8m in the US, Men's Health, a must-read for those interested in maintaining their abs and improving their sex life, had a record first-half of the year. Two older titles, GQ and Esquire, are turning in steady performances after being jolted by the lads a decade ago.

Condé Nast is betting that Men's Vogue will provide a natural extension for the fashion and luxury advertisers who helped swell the September Vogue to a record 727 pages. Many of those patrons have men's lines.

"It's a very exclusive magazine, and our brand is that," says Nancy Austin, director of marketing for Hinckley Yachts, which has advertised in Men's Vogue since its inception.

Convincing professional men to spend their free hours reading a magazine is not easy - particularly in the age of the internet. While Condé Nast claims that circulation has grown steadily to more than 300,000, those figures have not yet been verified.

"Earning your way into men's working and leisure time is a difficult thing," says Mr Fielden, who previously worked as an editor at Vogue and The New Yorker and might serve as a stand-in for his ideal reader. At our meeting in the Condé Nast cafeteria, he was wearing a pinstripe suit with a pink polkadot handkerchief. His tie was askew. Yet Mr Fielden's Texas roots filter through his accent, he is married, and can credibly claim to hunt quail.

To distinguish his magazine from Vogue's glamour, he has gone out of his way to push its substance. Recent covers featured US presidential hopefuls Barack Obama and John Edwards. Hints about braided belts and Argentine polo boots lurked inside.

The magazine scored a coup with the current issue by landing an exclusive interview with Tony Blair, conducted during the African leg of the former UK prime minister's farewell tour. Mr Fielden recruited the New York Times' Roger Cohen, a heavyweight journalist, to write the piece.

The British media buzzed not about Mr Blair's reflections on his time in office or his plans to make peace in the Middle East, but about whether his wrinkles had been airbrushed from the cover photograph.

One of Mr Fielden's most artful sleights-of-hand has been his treatment of fashion. He has banished male models from the editorial pages and instead outfitted subjects such as tennis star Roger Federer and survivalist Bear Grylls in clothes that are stylish but accessible. It is a Trojan Horse strategy of sneaking fashion into the magazine on the backs of interesting, well-rounded men whom other men might care to read about.

"Fashion is not a word that translates well to men in America," Mr Fielden says. His readers are more comfortable with the notion of "looking good". Just don't call them metro-sexuals.

NY Times: Seeing Corporate Fingerprints in Wikipedia Edits

Seeing Corporate Fingerprints in Wikipedia Edits


 
Published: August 19, 2007
 

Last year a Wikipedia visitor edited the entry for the SeaWorld theme parks to change all mentions of “orcas” to “killer whales,” insisting that this was a more accurate name for the species.

There was another, unexplained edit: a paragraph about criticism of SeaWorld’s “lack of respect toward its orcas” disappeared. Both changes, it turns out, originated at a computer at Anheuser-Busch, SeaWorld’s owner.

Dozens of similar examples of insider editing came to light last week through WikiScanner, a new Web site that traces the source of millions of changes to Wikipedia, the popular online encyclopedia that anyone can edit.

The site, wikiscanner.virgil.gr, created by a computer science graduate student, cross-references an edited entry on Wikipedia with the owner of the computer network where the change originated, using the Internet protocol address of the editor’s network. The address information was already available on Wikipedia, but the new site makes it much easier to connect those numbers with the names of network owners.

Since Wired News first wrote about WikiScanner last week, Internet users have spotted plenty of interesting changes to Wikipedia by people at nonprofit groups and government entities like the Central Intelligence Agency. Many of the most obviously self-interested edits have come from corporate networks.

Last year, someone at PepsiCo deleted several paragraphs of the Pepsi entry that focused on its detrimental health effects. In 2005, someone using a computer at Diebold deleted paragraphs that criticized the company’s electronic voting machines. That same year, someone inside Wal-Mart Stores changed an entry about employee compensation.

Jimmy Wales, founder of the Wikimedia Foundation, which runs Wikipedia, says the site discourages such “conflict of interest” editing. “We don’t make it an absolute rule,” he said, “but it’s definitely a guideline.”

Internet experts, for the most part, have welcomed WikiScanner. “I’m very glad that this has been exposed,” said Susan P. Crawford, a visiting professor at the University of Michigan Law School. “Wikipedia is a reliable first stop for getting information about a huge variety of things, and it shouldn’t be manipulated as a public relations arm of major companies.”

Most of the corporate revisions did not stay posted for long. Many Wikipedia entries are in a constant state of flux as they are edited and re-edited, and the site’s many regular volunteers and administrators tend to keep an eye out for bias.

In general, changes to a Wikipedia page cannot be traced to an individual, only to the owner of a particular network. In 2004, someone using a computer at ExxonMobil made substantial changes to a description of the 1989 Exxon Valdez oil spill in Alaska, playing down its impact on the area’s wildlife and casting a positive light on compensation payments the company had made to victims of the spill.

Gantt Walton, a spokesman for the company, said that although the revisions appeared to have come from an ExxonMobil computer, the company has more than 80,000 employees around the world, making it “more than a difficult task” to figure out who made the changes.

Mr. Walton said ExxonMobil employees “are not authorized to update Wikipedia with company computers without company endorsement.” The company’s preferred approach, he said, would be to use Wikipedia’s “talk” pages, a forum for discussing Wikipedia entries.

Mr. Wales also said the “talk” pages are where Wikipedia encourages editors with a conflict of interest to suggest revisions.

“If someone sees a simple factual error about their company, we really don’t mind if they go in and edit,” he said. But if a revision is likely to be controversial, he added, “the best thing to do is log in, go to the ‘talk’ page, identify yourself openly, and say, ‘I’m the communications person from such and such company.’ The community responds very well, especially if the person isn’t combative.”

Mike Sitrick, a longtime public relations consultant in Los Angeles, agreed. “I’m a big believer that if you’re going to correct it, correct it with a name,” he said. “Otherwise it hurts your credibility.”

An Anheuser-Busch employee eventually took responsibility for the changes to the SeaWorld page — but only after being challenged about them twice by another user. A person identifying himself as Fred Jacobs, communications director for the company’s theme park unit, said on the entry’s “talk” page that discussion of the ethics of keeping sea creatures captive “belongs in an article devoted to that subject.”

Mr. Jacobs referred questions about the editing to another company office, which did not respond to requests for comment.

The SCO Group, a software maker in Salt Lake City, made changes to product information in its own entry this year. The company has been involved in legal disputes over the rights to some open-source software.

Craig Bushman, the company’s vice president for marketing, said he had told a public relations manager to make the changes. “The whole history of SCO had been written by someone who doesn’t know the history of SCO,” he said.

An hour after the changes were made, he said, they disappeared. The company e-mailed Wikipedia administrators, who replied that the changes had been rejected because of a lack of objectivity.

In the case of the Wal-Mart revisions, David Tovar, a company spokesman, said that while he was not aware of anyone within Wal-Mart who had asked to contribute to Wikipedia, the changes could have been made by any of its workers, who are called associates. “We consider our associates our best ambassadors,” he said, “and sometimes they speak out to set the record straight.”

At Dell, the computer maker, employees are told that they need to identify their employer if they write about the company online. “Whether it’s Wikipedia, Twitter or MySpace, our policy is you have to let someone know you’re from Dell,” said Bob Pearson, a Dell spokesman.

Before that policy was put in place a year ago, changes to parts of Dell’s Wikipedia entry discussing its offshore outsourcing of customer service were made by someone from the Dell corporate network.

Most people using company networks to edit Wikipedia entries dabble in subjects that appear to have little to do with their work, although sometimes they cannot resist a silly dig at the competition.

Last year, someone using a computer at the Washington Post Company changed the name of the owner of a free local paper, The Washington Examiner, from Philip Anschutz to Charles Manson. A person using a computer at CBS updated the page on Wolf Blitzer of CNN to add that his real name was Irving Federman. (It is actually Wolf Blitzer.)

And The New York Times Company is among those whose employees have made, among hundreds of innocuous changes, a handful of questionable edits. A change to the page on President Bush, for instance, repeated the word “jerk” 12 times. And in the entry for Condoleezza Rice, the secretary of state, the word “pianist” was changed to “penis.”

“It’s impossible to determine who did any of these things,” said Craig R. Whitney, the standards editor of The Times. “But you can only shake your head when you see what was done to the George Bush and Condoleezza Rice entries.”

WikiScanner is the work of Virgil Griffith, 24, a cognitive scientist who is a visiting researcher at the Santa Fe Institute in New Mexico. Mr. Griffith, who spent two weeks this summer writing the software for the site, said he got interested in creating such a tool last year after hearing of members of Congress who were editing their own entries.

Mr. Griffith said he “was expecting a few people to get nailed pretty hard” after his service became public. “The yield, in terms of public relations disasters, is about what I expected.”

Mr. Griffith, who also likes to refer to himself as a “disruptive technologist,” said he was certain any more examples of self-interested editing would come out in the next few weeks, “because the data set is just so huge.”

Mr. Wales, who called the scanner “a very clever idea,” said he was considering some changes to Wikipedia to help visitors better understand what information is recorded about them.

“When someone clicks on ‘edit,’ it would be interesting if we could say, ‘Hi, thank you for editing. We see you’re logged in from The New York Times. Keep in mind that we know that, and it’s public information,’ ” he said. “That might make them stop and think.”

Noam Cohen contributed reporting.

Time: Philosophic Footballer

see also FT: A Life Worth Living For

==
http://www.time.com/time/magazine/article/0,9171,755771-3,00.html

Philosophic Footballer

The Novel. Central figure of Santayana's strange first novel is Oliver Alden, robust, grey-eyed, precociously-intelligent son of a wealthy, ambitionless New England family that has fallen into a vague and harmless melancholy. Oliver's father married only from a sense of duty, spends most of his time on his yacht, drifting about the world, while occasional intimations of his paganism and vice reach Great Falls, Conn., to scandalize the family and cloud the contentment of his wife. In a loveless household Oliver grows up, excels at games and studies without exerting himself, does not begin to live until, at the age of 17, his father carries him away on his yacht.

Readers who reach this point of Author Santayana's narrative are likely to remain to the end. As Oliver develops intellectually under the stimulus of his father's conversation, he also develops physically in a simple sensuous joy of living under the influence of the sea, of sport, of life on the lovely ship. But as he awakens to the world, Oliver also becomes aware of depths of mystery and misery that lie beneath the summer surface of reality. His father's companion and servant is Jim Darnley, engaging, unscrupulous, intelligent Englishman who has left the British Navy as a result of some queer scandal. Attracted by Jim's robust enjoyment of nature, weary of his own brooding conscience, Oliver still cannot free his mind of questions of right and wrong, is offended when Jim tells him candidly of his father's weakness. Oliver's first shock comes when he learns that his father is a narcotic addict. Then he discovers that during his college days, at a fraternity initiation, his father had accidentally killed a man. To complete his disillusionment, he realizes that Jim, for all his friendliness and gayety, may eventually murder his father for money.

Shaken by these glimpses of evil and cruel accident, the boy returns to his mother's household, to the routine of duty that it demands, grows more austere and reserved, plays football, gets a broken leg making a touchdown for Williams in a victory over Harvard. His father's suicide puts him in touch with a cousin, Mario Van de Weyer, who represents still another problem for the young moralist to solve. Educated in Europe, Mario is sophisticated, reckless, experienced in love, enjoys flattery, presents, bright clothing, admires Oliver's integrity without wishing to imitate him. When Mario leaves Harvard hastily, after an actress is discovered in his roo'm, Oliver befriends him, straightens out his finances, feels no moral revulsion. Yet as Oliver grows to manhood he learns that in each of his quiet, passionless love affairs, the image of Mario stands between him and the object of his desire. In the case of his first love, he is rebuffed, not because his sweetheart loves Mario in person, but because she is attracted to the impulsive, spontaneous life that Mario represents, senses its absence in Oliver.

Oliver's second rebuff is deeper and more poignant. Since his boyhood he has felt a strong affection for Rose Darnley, younger sister of his father's old companion, a graceful, sensitive girl whose temperament is somewhat like his own. During the War, when Oliver is certain that he is going to be killed, when his failure to solve the moral problems that oppress him has led to his physical breakdown, he proposes to Rose that she marry him so that he may leave his fortune to her. But Rose has fallen in love with Mario, although Mario is attentive to her only from habit. In comparison with Mario, who believes that "if you are a man you must be ready to fight every other man and to make love to every pretty woman,'' Rose finds Oliver stiff, deliberate, chilling, the victim of a moral cramp. Rejected again, Oliver returns to the front, is killed. The book ends as Mario visits Rose to tell her of Oliver's last provisions for her, is pained at her disinterest in Oliver's wishes and Oliver's will, perplexed and uncomprehending at her nervous manner with himself.

Since The Last Puritan is complex, ironic, puzzling, there are likely to be as many interpretations of Santayana's long fable as there are readers of it. Although most of these readers may interpret Oliver's unwillingness to accept the world and its pleasures as evidence of some lack of physical passion, the author makes it clear that for Oliver puritanism did not mean chastity or priggishness. "It is a popular error," says he, ''to suppose that puritanism has anything to do with purity." Nor was it ''mere timidity or fanaticism or calculated hardness: it was a deep and speculative thing: hatred of all shams, scorn of all mummeries, a bitter, merciless pleasure in the hard facts. . . ." Oliver's loneliness may have arisen because he never realized that "all ladies are women," a discovery that Mario made in childhood. Profoundly religious in temperament, Oliver rejected religion because he considered divine revelations to be factually untrue, justified only on psychological and human grounds. Where Mario accepted the customs of any group in which he found himself, fought during the War without a thought of the justice or meaning of the conflict, ended happily and prosperously by conventional standards, Oliver was frustrated, tormented, doomed. Yet the philosopher seems to say that of the two, Oliver's life was the richer and more admirable. Oliver might never win the love of Rose, but he would never misunderstand her so grossly as Mario.

==

FT: A life worth living for

Santayana's attack on American puritanism is anything but crude. It is conducted through a long character study of the most noble and admir-able American puritan it would be possible to imagine. Oliver Alden is the wealthy scion of a leading Bostonian family - beautiful, intelligent, gifted and kind. He is thoroughly good, but, as becomes increasingly clear, incapable of happiness. A brilliant student and heroic footballer and oarsman, he has no idea how to live - or perhaps, too many ideas.

Santayana finally nails Oliver with his complete incompetence in the area of sexual love. Rejected by the two women he imagines to love him, but who clearly discern his priggish lack of élan vital, Oliver becomes neurasthenic and then dies in a senseless road accident days after the 1918 armistice. The saddest thing is not his early death, in his 20s, but the fact, as his cousin Mario points out, that he was played out and had nothing left to live for.

For Santayana, religion and poetry are essentially the same, celebratory expressions of what it is to be human, born out of the arbitrary and contingent facts of life and death in the midst of circumstance and history. They are the cries of consciousness.

Seen this way, "poetry loses its frivo-lity and ceases to demoralise, while religion surrenders its illusions and ceases to deceive". There is an answer both to militant atheists such as Richard Dawkins or Christopher Hitchens, and to fundamentalists prepared to sacrifice life, both their own and others, to a creed.


Fanatics, for him, are those "who have lost sight of their goals and redoubled their efforts". This definition could apply just as well to those caught up in the frantically short-sighted, materialistic world of the west - and especially America - as to benighted religious zealots.

==

A life worth living for

By Harry Eyres

Published: August 18 2007 03:00 | Last updated: August 18 2007 03:00

I've just come to the end of one of the slowest novels I've ever read.

It's astonishing to think that The Last Puritan was once a Book-of-the-Month Club bestseller. The only novel by the Spanish-American philosopher, poet and cultural critic George Santayana now seems like an expansive product of the Edwardian era, though it was published in 1935. Leisurely as it is, it packs a surprisingly hard punch - at least at the end. A more sustained attack on the American puritan ideal has never been penned.

Santayana was the man equipped to do this because of his unusual background. He was born in Spain to Spanish parents, but when he was eight his mother moved to Boston, the home of her first husband, and Santayana, who spoke no English when he arrived in America, lived there for the next 40 years, becoming a professor at Harvard.

Though in some ways thoroughly Americanised, Santayana never assumed American citizenship. After becoming increasingly disillusioned with institutional academic life, taken up with nit-picking and bureaucracy and devoted to producing muscular administrators, not enlightened celebrators of life and art, he resigned his professorship.

He spent the last 40 years of his long life in Europe, as a freelance writer, and the last 27 in Rome, where he ended his days in a hospital-clinic run by nuns.

Since his death in 1952, Santayana's intellectual stock has plummeted. Although he was once considered one of the intellectual giants of the first half of the 20th century, teacher of the poets Robert Frost, T.S. Eliot, Conrad Aiken and Wallace Stevens, he is now little read and little remembered. The Last Puritan has been out of print for many years.

Santayana's attack on American puritanism is anything but crude. It is conducted through a long character study of the most noble and admir-able American puritan it would be possible to imagine. Oliver Alden is the wealthy scion of a leading Bostonian family - beautiful, intelligent, gifted and kind. He is thoroughly good, but, as becomes increasingly clear, incapable of happiness. A brilliant student and heroic footballer and oarsman, he has no idea how to live - or perhaps, too many ideas.

Santayana finally nails Oliver with his complete incompetence in the area of sexual love. Rejected by the two women he imagines to love him, but who clearly discern his priggish lack of élan vital, Oliver becomes neurasthenic and then dies in a senseless road accident days after the 1918 armistice. The saddest thing is not his early death, in his 20s, but the fact, as his cousin Mario points out, that he was played out and had nothing left to live for.

Deployed as the antithesis to Oliver is the half-Italian, Catholic Mario, a charming, easy-going Cupid, later Don Juan, who sees no need for metaphysics but delights in plucking every rose that grows in every hedgerow. Santayana's subversiveness shows in his decision to punish not Mario (as happens in the faux- virtuous finale of Don Giovanni) but Oliver, condemned to the fate worse than death of living with a perpetual "moral cramp, a clog in the wheel of every natural passion".

Oliver's failing, with which Santayana symbolises the wider failing of America, is his inability to live naturally, to go with the flow. He inherits the puritan insistence on living a higher life, setting a moral example to the world, finding a reason for everything. Sent to Paris for some rest and recreation by his army doctors, he finds no light or joy in la ville-lumière. "He had a transcendental mind, like a duck's back: it shed and rejected everything that merely happened to flow by. Nothing existed for him save that which his moral tentacles were ready to seize." Or nothing that did not pass the test of his positivist education, which dismissed religion as delusion and poetry as fairytale.

For Santayana, religion and poetry are essentially the same, celebratory expressions of what it is to be human, born out of the arbitrary and contingent facts of life and death in the midst of circumstance and history. They are the cries of consciousness.

Seen this way, "poetry loses its frivo-lity and ceases to demoralise, while religion surrenders its illusions and ceases to deceive". There is an answer both to militant atheists such as Richard Dawkins or Christopher Hitchens, and to fundamentalists prepared to sacrifice life, both their own and others, to a creed.

Santayana offers little consolation to those who would divide the world into religious fanatics and enlightened rationalists. Fanatics, for him, are those "who have lost sight of their goals and redoubled their efforts". This definition could apply just as well to those caught up in the frantically short-sighted, materialistic world of the west - and especially America - as to benighted religious zealots. "What is needed," he said in his autobiography People and Places published in 1944, "is a life made free by a capacity to have a vision of the good life". Not such a different recipe as that proposed long ago by Socrates, Plato and Aristotle, but none the worse for that.

harry.eyres@ft.com

More columns at www.ft.com/eyres

FT: Lunch - Edmund Phelps - US and them

More important for him, he explains, was his time at Amherst college in the early 1950s, a time when he read inter alia the Greek heroic epics, Cervantes's Don Quixote and Ralph Waldo Emerson on self-reliance. "Without being aware, I think I was being indoctrinated into what was called Vitalism, the idea that what makes life worth living, the good life, consists of accepting challenges, solving problems, discovery, personal growth, personal change." His reading of philosopher David Hume taught him "the importance of imagination in understanding things", while Henri Bergson's Creative Evolution argued for free will against determinism.

"I spent a lot of my early years writing papers on growth economics that I wish I'd never bothered to write. It just took a long time for me to mature and have anything to say that was of any originality."

I pay the bill, but as we leave the restaurant, Phelps wants to linger. After hesitating, he asks if I would like to walk a few yards north to the American museum of natural history. There, in the park outside, there is pink stone monument inscribed with the names of all American Nobel prize winners since Theodore Roosevelt won the peace prize in 1906. At the bottom of the second side is Phelp's name, added only a few days previously. Phelps pauses in silence, then points to some of his contemporaries also listed. He is touchingly proud.

==

Edmund Phelps - US and them

By Ralph Atkins

Published: August 18 2007 03:00 | Last updated: August 18 2007 03:00

As befits a combative, septuagenarian American economics professor known for his distinctly cynical view on Europe's growth prospects, Edmund Phelps is conservative in his choice of New York restaurant for lunch. Isabella's, at the base of a seven-storey, redbrick, upper-west-side building with metal fire escapes, is filled with parents and children enjoying its American cuisine. The bright dining room overlooks the school opposite.

Last year's economics Nobel prize winner arrives exactly on time. Born in 1933, Phelps is tall and lanky with a big smile. He is wearing a pale-green checked summer jacket and brown tie; his white hair is neatly trimmed. After much international travel recently - he is just back from Sao Paulo - "it's kind of nice to re-establish contacts with my roots," he says, referring to the menu.

As he happily accepts the waitress's proposal to start with a glass of Californian white wine, my hopes rise that this will be a convivial, rather than intellectually challenging, lunch (I had been worried: his 20-page online autobiographical notes had slipped into mathematical formulae by page five). Phelps lives on New York's upper east side, and "before I became very busy" - before winning his Nobel prize - would take the M4 bus across 110th street and then north to Columbia University. So, in fact, Isabella's - 30 blocks south of Columbia - is a radical departure. "This is out of my bus route," he laughs. "But I'm a venturesome person. I've often gone out of my bus route."

Traditionally, the Nobel prize for economics recognises work that was carried out many decades ago but still has relevance today. Phelps won his for work in the late 1960s that overturned then- conventional wisdom that a stable relationship existed between inflation and unemployment - thus challenging the idea that politicians could pick an acceptable length for jobless queues and the rate of price increases. But he is also renowned for his criticism of continental European "corporatism", which he believes hampers interaction between entrepreneurs and financiers, and results in Europe relying on the import of ideas and techniques from the US. It is his explanation for continental Europe's dismal growth in the past decade.

Since 2001, Phelps has been director of the Center on Capitalism and Society, based at Columbia University. This is an economic forum for discussing what it is that allows commercial ideas to blossom into economic success for a country.

The waitress is back to take our order. We both choose corn chowder as a starter. He then selects the Maryland crab-cake sandwich, a regular choice of his. I follow his recommendation and opt for a Cobb salad, in this case a chicken and Roquefort mixture. "There's a lot going on in the Cobb salad," says the waitress. Phelps tells me it was invented in Manhattan, although later research suggests Californian origins.

Phelps feels that he is at the stage in his career "where I can afford to be as radical as I want to be. And so I am having a lot of fun thinking about capitalism and trying to imagine how economics would have to be re-written to capture the heart of that kind of system." Traditional economics, he explains, sees the world as if it were a plumbing system. "It's basically rooted in equilibrium - things work out as people expect them to do." Capitalist reality, however, "is a system of disorder. Entrepreneurs have only the murkiest picture of the future in which they are making their bets, and also there is ambiguity, they don't know when they push this lever or that lever that the outcome is going to be what they think it is going to be - there is the law of unanticipated consequences. This is not in the economic text books, and my mission, late in my career, is to get it into the text books."

The creamy-white soup arrives, and I switch the conversation to Europe, which, Phelps believes, is doomed always to trail behind the US; the lack of innovation makes jobs dull and unsatisfying into the bargain. "I don't begrudge Europe waiting to see what works in America before expending the resources to adopt this or that new good or technique," he says. "I just think that the Europeans are depriving themselves of a high-employment economy and they are depriving themselves of intellectual stimulation in the workplace - and personal growth - by sticking to the stultifying, rigid system that I call corporatism."

Phelps says Italian friends tell him that things have changed, that "we're virtually like America now". But notwithstanding Europe's impressive growth rebound lately, he sees too much backsliding. "In Germany, for example, many companies invite trade union representatives to sit on supervisory boards and give advice on investment decisions - hardly unadulterated capitalism.

"Of course, corporations in Germany found a way out. You know what they did? They started bribing the union officials to go along with what they did - [look at] the Volkswagen scandal... The fact that they had to bribe gives the lie to those who say, 'oh, it doesn't matter, these unions are toothless, this is just all show'. Well, if it is all show, then how come the union leaders are receiving such large payments?"

He concedes comparisons with the US have to take account of Europe's ageing population, and that the rise of capital markets, hedge funds and private equity may be forcing change across the continent. But the important venture capitalists in Germany are American, he points out. "Perhaps that speaks volumes about how much of a handicap it was for German businesses to operate under the old Landesbanken [the country's public banks] and all those old decrepit, giant investment banks. Now the Germans are getting the benefits of some good features of globalisation."

We are into our main course - my salad fills a large plate, he attempts to build a tower out of a crab cake and his bun. Is there anything he admires about Europe, I wonder? He laughs loudly again. Another person to ask him that question, he says, was Larry Summers, the former US Treasury secretary and, more recently, former Harvard president. "I thought it very strange. It implies that there is nothing I like about Europe... There are lots of things I like about Europe. I go there all the time, I must like it." He cites as an example that Europe has "a great deal more interest in philosophy than is the case in the US, I enjoy that very much".

Phelps is anxious to make it clear that he "is not one of those American economists" who say that Europeans object to wealth creation. "My God, I don't know anyone who likes to accumulate their wealth more than the Europeans. I used to live near the Palazzo Farnese [in Rome] with my wife. I would get home after a long day at University Tor Vergata, drive my BMW back in the city, spend 30 minutes looking for a parking space and being totally exhausted at 10 minutes to 7pm or something. And there would be the Italian artisans still working away as they had been since 8am. I don't need to be told that Europeans are in many ways like Americans. They like to work; they like to be wealthy. But they have all these other attitudes that get in the way of an effective economic system."

We have both paused after eating our main courses. How were the crab cakes, I ask? "Oh, they were very good," he says. "No change, always the same."

Might his distinct view on capitalism and the necessity of embracing change result from his having been born during the Great Depression, in which both his parents lost their jobs (his father was in advertising, his mother a nutritionist)? Phelps is emphatic. "I was a little kid at the time. It wasn't formative at all." He tells me about an interview on Swedish television after winning the Nobel prize: "The interviewer so much wanted me to say that the reason why I had gone into economics was that I had been so affected by the unemployment of the Great Depression years. It was very difficult to make him understand that I was just a kid."

More important for him, he explains, was his time at Amherst college in the early 1950s, a time when he read inter alia the Greek heroic epics, Cervantes's Don Quixote and Ralph Waldo Emerson on self-reliance. "Without being aware, I think I was being indoctrinated into what was called Vitalism, the idea that what makes life worth living, the good life, consists of accepting challenges, solving problems, discovery, personal growth, personal change." His reading of philosopher David Hume taught him "the importance of imagination in understanding things", while Henri Bergson's Creative Evolution argued for free will against determinism.

By comparison, Isabella's dessert menu baffles Phelps. It is "pretty weird," he admits, although given what he has said about Europe's resistance to innovation, he does not fault the spirit behind cheesecake gelato or strawberry "creamsicle" ice cream. "I'm going to be conservative and have the cappuccino creme brulee," he declares (I wonder if a French chef would regard the dish's interpretation as conservative). My choice is the "dark chocolate bag" - a large chocolate construction filled with cream, raspberry mousse and summer fruits.

Phelps reflects that he did his seminal work relatively late in his career - he was in his mid-thirties. Robert Mundell, a Columbia University colleague, received his Nobel for work published when he was a decade younger. "I spent a lot of my early years writing papers on growth economics that I wish I'd never bothered to write. It just took a long time for me to mature and have anything to say that was of any originality."

I pay the bill, but as we leave the restaurant, Phelps wants to linger. After hesitating, he asks if I would like to walk a few yards north to the American museum of natural history. There, in the park outside, there is pink stone monument inscribed with the names of all American Nobel prize winners since Theodore Roosevelt won the peace prize in 1906. At the bottom of the second side is Phelp's name, added only a few days previously. Phelps pauses in silence, then points to some of his contemporaries also listed. He is touchingly proud.

Ralph Atkins is the FT's Frankfurt bureau chief.

Isabella's

Columbus Avenue, New York

2 x corn chowder 1 x crab-cake sandwich 1 x Cobb salad 1 x cappuccino creme brulee 1 x dark chocolate 'bag' 2 x glass Californian white wine 2 x double espresso 1 x bottle still water

$100.25

NY Times: Entrepreneurs From China Flourish in Africa

amazing how the phenomena and reaction are similar anywhere
==
New Power in Africa

Entrepreneurs From China Flourish in Africa

Benedicte Kurzen for The New York Times

A Malawian and a Chinese man working in a Chinese restaurant in Lilongwe, Malawi. More Photos >

          
      
       
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Published: August 18, 2007
 

LILONGWE, Malawi — When Yang Jie left home at 18, he was doing what people from China’s hardscrabble Fujian Province have done for generations: emigrating in search of a better living overseas.

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New Power in Africa

The Entrepreneurs

This series explores China’s deepening economic and political ties with Africa.


   
Benedicte Kurzen for The New York Times

Workers gathering bricks to expand Malawi’s largest ice cream factory, which is Chinese-owned. More Photos »

 
The New York Times

Chinese businesses thrive in Lilongwe, Malawi’s capital. More Photos >

   

What set him apart was his destination. Instead of the traditional adopted homelands like the United States and Europe, where Fujian people have settled by the hundreds of thousands, he chose this small, landlocked country in southern Africa.

“Before I left China,” said Mr. Yang, now 25, “I thought Africa was all one big desert.” So he figured that ice cream would be in high demand, and with money pooled from relatives and friends, he created his own factory at the edge of Lilongwe, Malawi’s capital. The climate is in fact subtropical, but that has not stopped his ice cream company from becoming the country’s biggest.

Stories like this have become legion across Africa in the past five years or so, as hundreds of thousands of Chinese have discovered the continent, setting off to do business in a part of the world that had been terra incognita. The Xinhua News Agency recently estimated that at least 750,000 Chinese were working or living for extended periods on the continent, a reflection of deepening economic ties between China and Africa that reached $55 billion in trade in 2006, compared with less than $10 million a generation earlier.

Even when Mr. Yang arrived here in 2001, he said, he could go weeks without encountering another traveler from his homeland. But as surely as his investments in the country have prospered, he said, an increasingly large community of Chinese migrants has taken root, and now runs everything from small factories to health care clinics and trading companies.

During the previous wave of Chinese interest in Africa in the 1960s and ’70s, an era of radical socialism and proclaimed third-world solidarity, European and American companies held sway over economies in most of the continent. Here and there, though, the Chinese made their presence felt, often in drably dressed, state-run work brigades that built stadiums, railroads and highways, crushing rocks and doing other labor by hand.

Today, in many of the countries where the new Chinese emigrants have settled, like Chad, Chinese-owned pharmacies, massage parlors and restaurants serving a variety of regional Chinese cuisines can be found; the Western presence, once dominant, has steadily dwindled, and essentially consists nowadays of relief experts working international agencies or oil workers, living behind high walls in heavily guarded enclaves.

At first, this new Chinese exodus was driven largely by word of mouth, as pioneers like Mr. Yang relayed news back home of abundant opportunities in a part of the world where many economies lie undeveloped or in ruins, and where even in the richer countries many things taken for granted in the developed world await builders and investors.

Conditions like these often deter Western investors, but for many budding Chinese entrepreneurs, Africa’s emerging economies are inviting precisely because they seem small and accessible. Competition is often weak or nonexistent, and for African customers, the low price of many Chinese goods and services make them more affordable than their Western counterparts.

Chinese Expansion

You Xianwen sold his pipe-laying business in Chengdu, in southwest China, this year to move to Addis Ababa, Ethiopia’s capital, to join a startup company with a Chinese partner he had met only online. “Back where I come from we are pretty independent people,” Mr. You, 55, said. “My brothers and sisters all supported my decision to come here. In fact, they say that if things really work out for me, they would like to move to Africa, too.”

Mr. You said he had considered other African countries before settling on Ethiopia, including Zambia. “Luckily I didn’t decide to go there,” he said, explaining that he had been frightened by the recent anti-Chinese protests in that country.

His new business, ABC Bioenergy, builds devices that generate combustible gas from ordinary refuse, providing what Mr. You said would be an affordable alternative source of energy in a country where electricity supplies are erratic and prices high.

Mr. You’s partner here, Mei Haijun, first came to Ethiopia a decade ago to work at a Chinese-built textile factory and has since married an Ethiopian woman, with whom he has a child. “When I first came here you could go two months without seeing another Chinese person,” he said. “But it is a different era now. There’s a flight to China every day.”

The pickup in air traffic between China and countries like Ethiopia now has Chinese companies scrambling to add new routes, as the Chinese government and big Chinese companies increase their stake in Africa.

Much of that activity reflects an intense appetite for African oil and mineral resources needed to fuel China’s manufacturing sector, but big Chinese companies have quickly become formidable competitors in other sectors as well, particularly for big-ticket public works contracts. China is building major new railroad lines in Nigeria and Angola, large dams in Sudan, airports in several countries and new roads, it seems, almost everywhere.

One of the largest road builders, China Road and Bridge Construction, has picked up where the solidarity brigades of an earlier generation left off. The company, which is owned by the Chinese government, has 29 projects in Africa, many financed by the World Bank or other lenders, and it maintains offices in 22 African countries.

On a recent Ethiopian Airlines flight from Addis Ababa to Beijing brimming with Chinese contractors, workers from Road and Bridge and other companies swapped notes on the grab bag of countries they work in, and debated about the difficulties of learning Portuguese and French in places like Mozambique and Ivory Coast.

Africans view the influx of Chinese with a mix of anticipation and dread. Business leaders in Chad, a central African nation with deepening oil ties to China, are bracing for what they suspect will be an army of Chinese workers and investors.

“We expect a large influx of at least 40,000 Chinese in the coming years,” said Renaud Dinguemnaial, director of Chad’s Chamber of Commerce. “This massive arrival could be a plus for the economy, but we are also worried. When they arrive, will they bring their own workers, stay in their own houses, send all their money home?”

In Zambia, where anti-Chinese sentiment has been building for several years, merchants at the central market in Lusaka, the capital, said that if Chinese people wanted to come to Africa, they should come as investors, building factories, not as petty traders who compete for already scarce customers for bottom-dollar items like flip-flops and T-shirts.

“The Chinese claim to come here as investors, but they are trading just like us,” said Dorothy Mainga, who sells knockoff Puma sneakers and Harley Davidson T-shirts in the Kamwala Market in Lusaka. “They are selling the same things we are selling at cheap prices. We pay duty and tax, but they use their connections to avoid paying tax.”

Although Chinese oil workers have been kidnapped in Nigeria and in Ethiopia, where nine were killed by an armed separatist movement in May, the growing Chinese presence around the continent has produced few serious incidents.

Misunderstandings are common, however, and resentments inevitably arise. Africans in many countries complain that Chinese workers occupy jobs that locals are either qualified for or could be easily trained to do. “We are happy to have the Chinese here,” said Dennis Phiri, 21, a Malawian university student who is studying to become an engineer. “The problem with the Chinese companies is that they reserve all the good jobs for their own people. Africans are only hired in menial roles.”

Another frequent criticism is that the Chinese are clannish, sticking among themselves day and night.

In Addis Ababa, in what is a typical arrangement for most large companies, the 200 Chinese workers for the Road and Bridge Corporation live in a communal compound, eating food prepared by cooks brought from China and receiving basic health care from a Chinese doctor.

“After a day off you wonder what you’re doing here, so we like to keep working,” said Cheng Qian, the country manager for the road-building company in Ethiopia. He added that his family had never visited him during several years of work here.

African Ambivalence

Sometimes, the Chinese approach has created serious frictions with African workers. At a leading hotel here in Lilongwe, breakfast guests stared as an agitated Chinese traveling salesman, sweating profusely, screamed at his staff minutes before his pitch on nutritional supplements was set to begin.

“You say it is not your fault, but the way you are doing things is just stupid, stupid,” the man sputtered before a clutch of African assistants, who looked humiliated. “You people are unbelievable.”

When the salesman finally left the room, members of the restaurant staff gathered near the door and vented their disgust. “We don’t need people like that to come here and colonize us again,” one said.

After nearly seven years in Malawi, Yang Jie, the ice cream maker, seems to have learned better. Greeting his workers at the ice cream factory, he begins the day by asking, “How did you sleep last night?”

One quickly replied, “Very well,” sounding a bit formal.

“Don’t tell me a lie,” Mr. Yang answered with a sly, friendly smile. “It’s O.K. to tell me your worries.”

Howard W. French reported from Lilongwe and from Addis Ababa, Ethiopia, and Lydia Polgreen from Lusaka, Zambia, and Dakar, Senegal.