Journal of Contemporary Management - Volume 3, Issue 1, 2006
Volume 3, Issue 1, 2006
Source: Journal of Contemporary Management 3, pp 1 –12 (2006)More Less
This article concerns the investigation of management issues in the transition phase within information technology outsourcing (ITO) contracts. The ITO life cycle is used as the flow structure for the investigation. The user expectations that occur in the transition phase of the ITO life cycle are identified. The Coetzee solution framework is used to ensure that the identified management problems are addressed in a structured approach. The transition phase of the ITO life cycle, with its expectations and problems, are discussed in the context of the solution framework.
Information technology : management issues in the execution and termination phases of outsourcing contractsSource: Journal of Contemporary Management 3, pp 13 –29 (2006)More Less
This article concerns the investigation of management issues in the execution and termination phases within information technology outsourcing (ITO) contracts. The ITO life cycle is used as the flow structure for the investigation. The user expectations that occur in the execution and termination phases of the ITO life cycle are identified. The Coetzee solution framework is used to ensure that the identified management problems are addressed in a structured approach. The execution and termination phases of the ITO life cycle, with its expectations and problems, are discussed in the context of the solution framework.
Author D.M. AkinnusiSource: Journal of Contemporary Management 3, pp 30 –42 (2006)More Less
The work attitudes of 537 Swazi employees from more than 60 organizations are examined. Work is seen by more than 50% of the respondents as important for its intrinsic, physical, social and financial values. Working hard is also seen as instrumental to promoting future career, happy home and social life, although it appears to have less role in providing for a comfortable living and retirement needs. Aspects of the job which are liked or disliked are similar to the motivation-hygiene factors of Herzberg et al. (1959). Furthermore, there is evidence of unhappiness with their present jobs and their organizations. Moreover, these negative attitudes have begun to affect the respondents' attitudes towards life in general. Suggestions for improving job attitudes are made.
Author K.P. HaasjeSource: Journal of Contemporary Management 3, pp 43 –59 (2006)More Less
Since the demise of Apartheid, much governmental effort has been put into the empowerment of historically disadvantaged micro entrepreneurs in South Africa. This has resulted in the Small Business Act of 1996 and the establishment of Ntsika, a government agency that is responsible for implementing empowerment polices directed at historically disadvantaged entrepreneurs. At the time, an ongoing restructuring of Ntsika takes place and SEDA is founded as the new implementing government organisation that is going to replace Ntsika and will be responsible for all policies that are to directed at entrepreneurs. While much research is being done on this subject, there is still ambiguity on the demand for support of micro entrepreneurs. This paper contributes to the understanding of the relation between micro enterprises, entry barriers, government support and resources from a resource based view. It builds on the concept of stretching resources (Hamel & Prahalad 1993). It defines a number of key resources that are needed to overcome entry barriers that are faced by micro entrepreneurs. Two case descriptions from the Cape Town Area provide a practical application of this framework. Adding to the understanding of micro enterprise start up, this paper also will clarify the specific need for support for micro entrepreneurs.
Author C. SalesSource: Journal of Contemporary Management 3, pp 60 –76 (2006)More Less
In the last ten years South Africa has seen a dramatic change in the way organisations and individuals, within the business environment, view culture, ethnicity, socio economics, gender and race. These recent developments are largely attributed to globalisation and diverse national and cultural origins. With more and more culturally diverse South African and foreign national employees entering the labour market, there has been a greater focus on culture than ever before. <BR>As South Africans one have been exposed to diverse cultures within a business, organisational and occupational context, however in today's complex and fast changing world of multinational business where workforce has become increasingly diverse in national and cultural origins, and work assignments are more commonly performed by team members of varying nationalities, managing multinational teams is fast becoming an increasingly important function.
This paper will explore the concept of organisational culture, and determine how cultural diversity impacts the business environment and how leaders manage cultural diversity within a multinational organisation.
Source: Journal of Contemporary Management 3, pp 77 –88 (2006)More Less
Creativity, creative problem solving and innovation are fast becoming important competitive weapons in business. Creativity should be a part of everyday life in the personal as well as the corporate environment and not simply a set of management tools. Creativity leads to a pervading sense of optimism. By embracing creativity people learn to welcome stimuli and recognise and pre-empt opportunities. In an environment where information is freely available and resources are becoming homogenous one of the few ways an organisation can truly differentiate is through the intangible wealth produced by its creative talent. This research shows that management can lead employees through creative techniques and be amazed at the innovations they produce.
Author A. WaiweruSource: Journal of Contemporary Management 3, pp 89 –98 (2006)More Less
Corporate social responsibility (CSR) has over the years become an increasingly significant global issue that impacts both multinational and local companies. Companies need to address and heed to, not only shareholders but all the multiple stakeholders impacted by the company. Stakeholders include: employees, customers, suppliers, government, investors and the community. CSR can be seen as a form of 'companies giving back to community' for the support they receive from the community in terms of sustained profitability and sustainability. The assignment explore the factors behind the emergence of CSR, the aspects involved, the benefits, arguments against CSR and a critical analysis drawn from research on whether corporate responsibility adds value to companies.