Management Today - Volume 24, Issue 3, 2008
Volume 24, Issue 3, 2008
Author Gary HamelSource: Management Today 24, pp 6 –9 (2008)More Less
"Can you imagine dramatic changes in the way human effort is mobilised and organised in the years ahead and can you imagine farreaching changes in the way managers will manage?" With this question Gary Hamel started his talk on the future of management at a recent conference in Johannesburg.
Source: Management Today 24, pp 10 –14 (2008)More Less
"Innovation is fundamental to economic growth and the improvement of the quality of life of our citizens." This was the message of the Minister of Science and Technology, Mr Mosibudu Mangena, when he presented the winners of the Technology Top 100 awards their prizes in Johannesburg recently.
Source: Management Today 24, pp 16 –21 (2008)More Less
We are in the midst of a transition on a global scale from an era in which the vast majority of individuals and human groups lived with a sense of clarity, continuity and consistency about their identity - their notion of who they are and how others view them - to an era in which identity is increasingly problematic across all levels of human organisation, from the individual person to entire nations or civilisations. This shift has profound implications for leaders in all walks of life and particularly in business.
Author Richard HanengaSource: Management Today 24, pp 22 –25 (2008)More Less
"Organisations cannot operate efficiently anymore on the same basis as before in terms of hierarchy, management, decision making and teamwork. In today's complex and uncertain business environment, the consequences are that people often do not feel engaged, emotion often overcomes logic, traditional planning doesn't work anymore, budgeting processes are made obsolete, risk management becomes the main factor of success and rigid strategies do not make sense. For leaders today 'doing what we've always done' does not mean, 'getting what we've always got.'"
Author Sithembiso DuruweSource: Management Today 24 (2008)More Less
Staying the course through effective business process management simply means innovate or die a slow death while trying to keep the business going as usual. Business growth can no longer be achieved by implementing and managing tools and standards, but by understanding your business and being prepared to take quantum leaps while minimising the risks of flickering economic lights.
Source: Management Today 24, pp 29 –33 (2008)More Less
The quality industry constantly faces an ever changing process of improvement and adaptation. Keeping an eye on the future is necessary to guide us in developing winning companies and a sound economy. In this feature a variety of quality experts, teachers and students from the UK share their opinions about where the quality industry is going and what the future may have in store.
Patient safety in hospitals : empowering health care workers in hospitals to deliver optimal patient careAuthor Chris BatemanSource: Management Today 24, pp 35 –36 (2008)More Less
In the first serious attempt to address levels of adverse hospital events in South Africa, early data from pilot research in 24 public sector hospitals in the Free State show three times as many high risk clinical management incidents compared with the developed world.
Source: Management Today 24, pp 42 –45 (2008)More Less
This article is the second article in a series of four articles. The first article discussed the strategy implementation challenge and how the methodology assists in overcoming barriers to strategy implementation. Topics that will be addressed in forthcoming issues include using the methodology as a platform for mass collaboration and applying it to HR strategy implementation.
Author Rakesh SondhiSource: Management Today 24, pp 46 –47 (2008)More Less
Good leaders build a company around a set of values that provide a connection between all of the stakeholders. These values epitomise a corporate spirit and an iconic goal which provides a direction and basis for decision making for its people. The corporate spirit provides a framework for encouraging personal growth and team working.
Source: Management Today 24, pp 48 –52 (2008)More Less
The company has changed dramatically in the past four decades, but it has not witnessed any revolutions. Best Buy has experienced gradual, but continuous transformation under two different CEOs. Corporate renewal requires sustained momentum that transcends top management transitions.
Author Peter CheeseSource: Management Today 24, pp 54 –55 (2008)More Less
"The human resources trade long ago proved itself at best a necessary evil - and at worst, a dark bureaucratic force that blindly enforces nonsensical rules, resists creativity and impedes constructive change. HR is the corporate function with the greatest potential - the key driver, in theory, of business performance - and also the one that most consistently underdelivers."
Author Cobus PienaarSource: Management Today 24, pp 56 –57 (2008)More Less
Few new developments in the field of organisational development have taken place during the past ten years. Technology did indeed facilitate and expedite certain processes, but - retrospectively - there are few new developments in this field. The result of this is that consultants continuously have to depend on old, outdated approaches.
Organisational development and change : where is the field of practice at present and evolving to? (part II)Author Theo VeldsmanSource: Management Today 24, pp 58 –60 (2008)More Less
The purpose of this two part article is to reflect on the current standing of and emerging trends within this field of practice. Part one dealt with entitling ODC as a field of practice; what ODC as a field of practice is all about; what the scope and action domains of ODC are; the emerging ODC interpretative framework regarding respectively reality in general and the organisational landscape as a specific expression of reality in general.
Author Cecelia RosaSource: Management Today 24, pp 61 –63 (2008)More Less
The question is how many applicants actually believe their own responses, how many people ever reach that goal, how many human resource managers ever remember what the applicant said. What is remembered by the HR manager, is whether the response was favourable or not in his or her view.