Management Today - Volume 24, Issue 8, 2008
Volume 24, Issue 8, 2008
Author Richard HavengaSource: Management Today 24 (2008)More Less
Now that the biggest spectacle in sport is over for another four years, it is time for reflection. Well, the reflection from South Africa's perspective will not take long. It has only one silver medal to bring home, and in the rankings it is behind Zimbabwe and a host of other nations one has not even heard of.
Source: Management Today 24, pp 6 –8 (2008)More Less
"The world is an extremely competitive place full of hurdles. Many of the circumstances that seem to block us in our daily lives may only appear to do so based on a framework of assumptions we carry with us. Draw a different frame around the same set of circumstances and new pathways come into view like connecting the nine dots without lifting the pen."
That was the view of Ben Zander, conductor of the Boston Philharmonic Orchestra, teacher and leadership expert, when he addressed an audience in Johannesburg last month.
Author Sizwe NxasanaSource: Management Today 24 (2008)More Less
"There is lots of uncertainty in the country at the moment because South Africa is experiencing lots of turbulence. In fact, the world is a very unhappy place right now."
This was the opening thought when Sizwe Nxasana, CEO of FirstRand Bank, addressed the Association for the Advancement of Black Accountants of Southern Africa recently. "The ruling party in South Africa is in trouble and have their squabbles, the USA, the UK, Italy, India, Malaysia and, of course, Zimbabwe have their own problems. On top of this, the world is suffering as a result of high fuel prices, unacceptably high food prices while we have our own electricity and other problems.
Source: Management Today 24, pp 11 –15 (2008)More Less
A firm that is willing to pursue opportunities, initiate actions rather than react to the actions of others and emphasise new and innovative products and services can be described as an entrepreneurial organisation. These firms practise entrepreneurial skills and approaches within the company in order to ensure continuous organisational innovation.
Author Christo NelSource: Management Today 24, pp 16 –20 (2008)More Less
We live in an ever more seamless world in which our destinies are so interwoven and interdependent that it is both false and unethical to operate in ways that deny the essential oneness of humanity and the world we live in. When we talk about transformation, this is perhaps all that it is about: transformation requires a deep and sustained shift from the 'old economy' views and values to that of the 'new economy' worldviews and values. As illustrated, this signifies arguably one of the most profound shifts in human history.
Author Robert ThomasSource: Management Today 24, pp 22 –27 (2008)More Less
Organisations cannot teach people to lead, though they can and should provide the means through which technique can he learned and practised. Organisations cannot compel individuals to strive for eminence, but they can encourage and support aspiring leaders to look inward and find the insights and the distinctive perspective that could make them great.
Organisations should not provoke adversity, but they do need to recognise the transformative potential of crucible experiences and to provide the resources people need to extract insight from them.
Author Rowan GibsonSource: Management Today 24 (2008)More Less
A couple of years back, when the economic barometer was pointing upwards, all the talk in company boardrooms was about growth, innovation and value creation.
Today, with the global economy lingering in the doldrums, corporate strategy is shifting inexorably back to the safe haven of operational efficiency. Now you might argue that this reaction is both inevitable and understandable and I would accept that at some level.
Source: Management Today 24 (2008)More Less
Bringing quality to SMMEs is a strategy that SAQI began in earnest in 2004 in partnership with the Department of Trade and Industry (the dti) and big business committed to improving their own supply chain. This strategy has been rolled out over the last four years by reaching small enterprises, emerging entrepreneurs and co-operatives with programmes ranging from basic hands-on quality workshops right up to certification.
Author Thabo ShirindaSource: Management Today 24, pp 30 –31 (2008)More Less
Worldwide co-operatives are an active ingredient of economies especially in developing countries. This is because they contribute to the alleviation of poverty and can be used to put food on the table. Thabo Shirinda from the SAQI / Services SETA internship programme reports on the recent National Co-operatives Conference held in Pretoria and organised by the Department of Trade and Industry (the dti).
Source: Management Today 24, pp 31 –33 (2008)More Less
Source: Management Today 24, pp 32 –33 (2008)More Less
Many successful companies today choose to report on their annual performance using a triple bottomline that shows the state of the organisation's finances, their good governance and their corporate social responsibility (CSR). In this case study we explore how Timberland, the global brand for hiking boots and outdoor clothing, embeds CSR into their everyday activities.
Source: Management Today 24, pp 34 –35 (2008)More Less
Author Goodnews CadoganSource: Management Today 24, pp 38 –39 (2008)More Less
Author Norman KempSource: Management Today 24, pp 40 –41 (2008)More Less
There are various definitions of management and leadership. The common element in most of them is that managers as leaders need to influence other people and circumstances to achieve their objectives. Managers achieve their objectives through others.
The crux of the matter is that managers need to take charge of circumstances and exert an appropriate influence so that they achieve their objectives through others. Because they achieve their objectives through others, managers need to be skilled at influencing people.
Author Thando NtlemezaSource: Management Today 24 (2008)More Less
Author Mike HerringtonSource: Management Today 24, pp 44 –46 (2008)More Less
Author Vijay MahajanSource: Management Today 24, pp 47 –50 (2008)More Less
Africa is a continent full of surprises. The fact that people were baking and buying bread in a country that was in economic free fall is just one snapshot of the continent's hidden opportunities.
Looking at the bigger picture of Africa also reveals some surprises. If Africa were a single country, according to World Bank data, it would have had $978 billion total gross national income (GNI) in 2006. This places it ahead of India as a total market. Africa would show up as the 10th largest economy in the world.
Author Jocelin KaganSource: Management Today 24, pp 51 –53 (2008)More Less
Learning to be emotionally intelligent has been one of the greatest breakthroughs for men in the past century. More so it has been an opportunity for men to grow less familiar parts and pathways in the male brain thereby strengthening male brain's neuron make-up. For women the advanced course in emotional intelligence is developing an emotionally articulate language to which men will listen.