Management Today - Volume 28, Issue 1, 2010
Volume 28, Issue 1, 2010
Author Richard HavengaSource: Management Today 28 (2010)More Less
This headline may be true, but it may be more appropriate to note that we in business and as consumers are still struggling with the economy because while it may well be turning around slowly, it will remain quite tough in 2010. With the disruption of the World Soccer tournament - with all the advantages - the scarcity of cash and all the events which have little to do with the normal rhythm of business, this year will be challenging.
Source: Management Today 28, pp 6 –8 (2010)More Less
The blue moon on the last day of 2009 was a symbolic ending to a tough year. A 'blue moon' is an 'extra' full moon in years that have 13 full moons as opposed to the usual twelve.
The saying "once in a blue moon" refers to a rare event. And 2009 was rare in economic terms. Specifically, South Africa experienced negative economic growth, something which last happened in 1992 or many blue moons ago.
We also stopped creating jobs. The final tally is not yet known, but it is estimated that we lost nearly a million jobs last year. This may be a small proportion of the estimated 50 million job losses worldwide, but we are a country than can hardly afford a higher unemployment rate.
Author Eon SmitSource: Management Today 28, pp 9 –14 (2010)More Less
"In the last two years, the topic that has reverberated around business school corridors, in business school conferences and in the associated literature most frequently has been the recent financial crisis - its origin, unique anatomy, the role played by business schools as a generating force and the lessons locked up for the business education industry in the aftermath of the meltdown."
Author Amanda Hamilton-AtwellSource: Management Today 28, pp 15 –18 (2010)More Less
The problem with employees is :
- "The young people just don't work as hard as we do."
- "They are not committed to the organisation."
- "The employees at the operational levels do not want to work."
- "They take less pride in their work than we do, etc, etc".
Everyone has heard these statements, perhaps you have said it yourself. All these statements refer to the perception that if they (whoever 'they' may be) can only have our work ethic, the productivity of the organisation and consequently of the country, will improve.
Author Giles RobinsonSource: Management Today 28, pp 20 –21 (2010)More Less
From the beginning of the 21st century, the African region has displayed steady economic growth and the positive trend seems set to endure. As a developing continent Africa presents a myriad investment opportunities.
But are global organisations suitably positioned to take advantage of what Africa has to offer? What does Africa need in order to prosper?
Author Maartin Du PlessisSource: Management Today 28, pp 22 –25 (2010)More Less
Consider the way work has changed in the last two decades. In 1986, when the youngest Baby Boomers (an American term for people born between 1946 and 1964) entered the work force, the percentage knowledge that we had to retain through formal or informal knowledge acquisition, in order to perform well in a job was about 75% (according to research by Robert Kelley).
Source: Management Today 28, pp 27 –28 (2010)More Less
On the 21st October 2009 The Da Vinci Institute for Technology Management in association with Technology Top 100 and Breakthrough Management Group International (BMGI), introduced alternative concepts regarding the management of technology, innovation, people and systems, to facilitate sustainable organisational performance in economically challenging times.
Author Roy MarcusSource: Management Today 28, pp 29 –32 (2010)More Less
The more discerning person, however, will note that real innovation is all about differentiation and can best be measured on the basis of the willingness of the customer to 'pay' for the value add. Hence the world is awash with anecdotal stories of the Apple IPod and the like.
The recent global economic meltdown has brought to the fore the reality that the world has simply run out of solutions. Even the most skilful business and government leaders are at a loss for what to do next. Hence the crash of some of the largest corporations in the US, the failure of the economic backbone of countries such as Greece, the Dubai meltdown and Iceland all point to one reality - conventional wisdom is simply not applicable.
Author Herman SinghSource: Management Today 28, pp 33 –35 (2010)More Less
South African design and innovation 'firsts' include the traffic light, the Kreepy Krawly and mine resistant and ambush protected (MRAP) vehicles, along with technologies like Pratley Putty, Sasol's oil from coal refinery process, the CAT scan and the heart transplant.
Despite this impressive track record, it is clear that South Africa needs to focus more tenaciously on design as a means of building a stronger economy, for example take Abu Dhabi which openly espouses their city as the Design Cluster of Dubai in an effort to build a new age economy. Dubai is investing much of its Petro Dollars into this cluster of innovation and product development.
Author Abdullah VerachiaSource: Management Today 28, pp 36 –38 (2010)More Less
India-Africa ties are no longer based on political affinity originating from their common colonial past. A new trend in the global economy is the integration of developing world economies. As trade and investment between emerging markets grows, so traditional European and North American corporate interests are being displaced. This is now happening in Africa.
Source: Management Today 28 (2010)More Less
Author Nicci ColumbineSource: Management Today 28, pp 40 –41 (2010)More Less
Author Morne MostertSource: Management Today 28, pp 42 –43 (2010)More Less
I had the privilege of attending a recent BUSA session, during which the Minister for Higher Education, Dr Blade Ndzimande, observed that business in South Africa has lagged behind in the frequency and quality of its research. A subsequent Da Vinci conference on Innovation and Research produced a high level of insight and debate on the role of Innovation and the need for research in business.
Author Mark SchumannSource: Management Today 28, pp 44 –45 (2010)More Less
For generations, engagement was an expectation that business rarely had to question. Employment implied engagement. There were few discussions, few reasons to imagine that people would not engage in the organisations that funded their lives. They received, after all, pay cheques and benefits in many cases and received, as generation after generation heard, "an honest day's pay for an honest day's work."
Author Paul BridleSource: Management Today 28, pp 46 –47 (2010)More Less
Many people worry that Virgin, Apple and many other highly successful organisations will survive if their leader goes. Why?These leaders are not singularly doing everything in their organisation. There are thousands of people working in these organisations, but Richard Branson and Steve Jobs are seen as the soul of the business.
Author Lars ForsethSource: Management Today 28, pp 49 –50 (2010)More Less
More than 35% of employers in South Africa do not view contingent labour as strategic work force accelerators. The uncertainty of the economic recovery requires employers to utilise contingent staff as demand begins to increase, but, according to a survey done by Manpower, forward looking companies will use this as an opportunity to practice how to better manage a mixed work force of permanent and contingent workers which leads to the optimal long term strategic work force solution.
Author Nimrid MbeleSource: Management Today 28, pp 52 –54 (2010)More Less
The purpose of this article is to highlight challenges facing municipalities and to explore strategies aimed at addressing them. Discussions herein are largely informed by the recently approved Local Government Turnaround Strategy. Whilst the turnaround strategy is welcome, the challenge is not in its design, but in its implementation vis-á-vis governance and administrations finance, human resources and communication. In getting a perspective on these issues, telephonic interviews were held with an administrator, municipal managers and counsellors to establish how municipalities are turning the tide on service delivery.
Author Jayne MammattSource: Management Today 28 (2010)More Less
Author Rowan GibsonSource: Management Today 28, pp 58 –59 (2010)More Less
One of the most prevalent and dangerous misconceptions in innovation is that its all about coming up with ideas. So when companies catch the innovation bug, their tendency is to run off and immediately launch fun initiatives like online suggestion boxes, creative competitions, open innovation programmes and off site brainstorming sessions.
Author Chris BothaSource: Management Today 28, pp 60 –64 (2010)More Less
The locus classicus of policing reform in Africa must be the landmark study by Janine Rauch and Elrena van der Spuy (Police reform in Post Conflict Africa: a Review.) The main aim of this study was to describe and analyse trends in police transformation in selected post conflict countries in Africa and it did exactly that. If that study is not yet part of the resources of those interested in policing reform, I suggest that it be incorporated as a matter of necessity.