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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 12, Issue 3, 2003
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 12, Issue 3, 2003
Volume 12, Issue 3, 2003
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 12, pp 2 –12 (2003)More Less
Attracting foreign direct investment (FDI) is vitally important for sub-Saharan Africa, in order to reduce unemployment and poverty, and to ensure sufficiently high economic growth rates. In this study it is argued that the continent's inadequate supply of human capital is one of the main reasons for the slow inflow of FDI into Africa. Physical and human capital work in a complementary fashion. If human capital cannot - owing to inappropriate human resource development - complement physical capital, investment will be reduced. Thus, human resource development, especially strategies aimed at skills development in technical, health care, and other professional occupations, is indispensable if Africa wishes to attract the levels of FDI it needs to achieve sufficient economic growth. Recommendations are made for an FDI friendly human resource development strategy for African countries.
A comparative study of selected problems encountered by small businesses in the Nelson Mandela, Cape Town and Egoli metropolesSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 12, pp 13 –23 (2003)More Less
It is estimated that the failure rate of small, medium, and micro enterprises (SMMEs) in South Africa is between70% and 80%. As a result, millions of Rands are being loston business ventures because of essentially avoidable mistakes and problems. Difficulties encountered by small businesses can be described as environmental, marketing,financial, or managerial in nature.
The primary objective of this study was to establish to what extent small businesses, in three major South African metropolitan regions, experience the problems typically associated with small businesses. Further to this, the aim is to investigate whether relationships exist between the identified problems, success, and selected demographic variables. Judgmental sampling was used to solicit the responses of 1 038 small businesses in the Nelson Mandela, Cape Town, and Egoli metropoles.
Problems that influence the success of the small businesses participating in the survey were numerous. Those of a macro-environmental nature were regarded as the most influential, followed by problems in the functional area of marketing.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 12, pp 24 –33 (2003)More Less
The objective of this study was to assess the relationship between personality characteristics and career anchors of pharmacists. A cross-sectional survey design was used.The study population consisted of pharmacists (n = 56) in a corporate environment. The Myers-Briggs Type Indicator, the NEO Personality Inventory (Revised), and the Career Anchor Inventory, were used as measuring instruments.The results of the empirical study showed that personality characteristics of pharmacists were related to their career anchors. Extroversion and emotional stability were positively related to general management, service, pure challenge, and entrepreneurial challenge. Introversion, neuroticism and low openness were related to technical / functional competence and security as career anchors.
Author P.N. PalmerSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 12, pp 34 –43 (2003)More Less
This study highlights the results of an empirical survey focusing on the strategy implementation process in South African organisations. It explores the role of resource allocation, organisation structures, and control mechanisms, as "catalysts" in the strategy implementation process.
With the aid of descriptive and inferential statistics,differences in the role and use of these catalysts are established. These differences are highlighted through the mean "importance scores" computed for the different catalysts. These differences reflect both inter-industry and "scope of business" disparities, pointing to differences between primary and secondary industries,as well as differences between single, dominant and multi-product/service businesses represented in the survey. <br>For instance, disparities in the use of "organisation structures" in the strategy implementation process,underscore the different influences impacting the choice of organisation structures; given inter-industry and scope of business constraints. Similarly, inter-industry differences,as far as the use of control mechanisms as a catalyst in the implementation process is concerned, were identified as well. The results highlight the importance of control mechanisms in primary industries.
Inter-industry differences touching on the role of resource allocation in the implementation process were identified as well. The use of this catalyst is considered more important in the context of secondary industries vis-á vis primary industries. These differences in usage underscore the more notable differences between single and multi-product / service businesses. Statistically significant differences regarding their mean scores are provided.