a caring person who is passionate about teaching and
TRANSCRIPT
NWUBusinessSchool @NWUSBG YouTube [email protected]://commerce.nwu.ac.za/business-school/ http://nwualumni.mobi/ http://pbsmba.co.za
JAARGANG 16 • UITGAWE 22 • LENTE 2016
A caring person who is passionate about teaching and learning
Prestige Day focuses on the changing business environment
State-of-the-art training facilities for Business School
Inhoudsopgawe • Contents
Redakteur: Marilize Minné, e-pos [email protected] Tel: 018 299 1412
State-of-the-art training facilities for Business School
Nuwe tegnologie in lesinglokale verseker uitnemendheid
Prestige Day focuses on the changing business environment
NWU School of Business and Governance – Winter Study School 2016
Executive pay: Think again, Prime Minister May!
NWU Besigheidskool se deskundigheid relevant ten opsigte van verskeie onderwerpe
Prof Christoff Botha delivers inaugural address
Verslag oor kortleerprogramme
Brexit … now what?
A caring person who is passionate about teaching and learning
News Report - Mafikeng Site of Delivery
Van ma tot MBA
Technology – A new era
Prof Fika Janse van Rensburg, rector of the Potchefstroom Campus, and Prof Dan Kgwadi, vice-chancellor, unveiled the
plaque of the new facilities for the NWU School for Business and Governance.
POTCHEFSTROOM SITE OF DELIVERY
The North-West University School of Business and Governance (NWU-SBG) unveiled its new ultra-modern facilities on 18 August in Potchefstroom.
The new building, which houses two lecture rooms, a conference room, reception hall, modern kitchen and various administrative offices, is fully equipped to take the newly formed NWU-SBG further into the realm of open distance learning while also providing excellent contact learning of international standards.
Each of the two lecture halls can accommodate 60 students at a time and can also be joined to house 120 students or delegates. The halls are equipped with six cameras that will record and post lectures on the NWU’s online learning and collaboration environment, eFundi.
The new lecturing facilities also meet the accreditation criteria of the Association of MBAs. This refers to the aesthetic “look and feel” of the facilities, as well as the technological advancement of equipment such as Wi-Fi and video-conferencing.
The building also serves as an administrative hub for the Business School and includes the director’s office and marketing, public relations and communication offices.
The Business School has three sites of delivery – the Mafikeng Campus, Potchefstroom Campus and the Vaal
Triangle Campus. The sites differentiate themselves in their marketing and by serving specific market niches.
Prof Tommy du Plessis, director of the Business School, says they have already presented two courses in the new lecturing halls in the week prior to the official unveiling. It will also be used during the upcoming Aardklop Arts Festival this year.
State-of-the-art training facilities for Business School
POTCHEFSTROOM SITE OF DELIVERY
Historical building puts on a modern jacket
The new facilities of the Business School are housed in the original Standard Bank building in Potchefstroom next to the President Pretorius Museum.
The first residents of the grounds were Tswana farmers in the 1500s who were later displaced by King Shaka Zulu in 1825. The grounds later became the farm Rietfontein before being incorporated into the town of Potchefstroom with its establishment in 1838.
It was part of a grant of 300 morgen that was given to the first president of the South African Republic, Marthinus Wessel Pretorius, in the late 1800s. It was used as part of his original cattle pen and hen house. It later became a camping site during the Boer War.
A lecture hall was erected in the late 1980s on this site by the Potchefstroom Teaching College and was sponsored by Standard Bank.
The project coordinator, Fanie Fourie says that the challenge was to retain the aesthetic exterior of this historical building, but to also ensure a modern touch.
“These facilities made the long wait worthwhile, the Business School is confident that many a student and course member will benefit from this in the near future”.- Prof Tommy du Plessis, director of the NWU School of Business & Governance
“This is indeed a great facility and the university as a whole can be very proud of it. It is a perfect example of the level of quality we at the NWU are striving for.”
- Prof Dan Kgwadi, vice-chancellor
UITNEMENDHEID
Nuwe tegnologie in lesinglokale verseker uitnemendheidMet die amptelike opening van die nuwe perseel
van die NWU Skool vir Besigheid en Korporatiewe Bestuur in Potchefstroom is daar werklik op uitnemendheid gefokus. Die doel met die inrig van twee nuwe lesingslokale met moderne tegnologie is om ‘n e-leeromgewing te vestig wat ‘n optimale onderrig- en
leer-omgewing bevorder. Met die voortdurende ontwikkeling van tegnologie en die gebruik daarvan as leermetode poog die NWU Skool vir Besigheid en Korporatiewe Bestuur om kwaliteit onderrigprogramme en kortleerprogramme, nasionaal, en ook internasionaal, aan te bied.
Tans word daar beplan om twee afsonderlike besigheidsprogramme deur middel van afstandsonderrig aan te bied, naamlik:
• BBA – Baccalaureus in Besigheidsadministrasie (NKR-vlak 7)• NG. Dip. Bestuur – Nagraadse Diploma in Bestuur (NKR-vlak 8)
Met die gebruik van interaktiewe witbord-tegnologie, Bridget en Panopto-sagteware en e-Fundi-geïntegreerde leerstelsels, kan dosente multimodaal vir kontakstudente sowel as afstandstudente klasgee. Klasaanbiedings word opgeneem en beskikbaar gestel vir studente om later weer daarna te kyk. Hierdie tegnologie verseker dat studente toegang kry na regstreekse interaktiewe klasaanbiedings, sowel as opnames sou die student die klas-uitsending misloop. Hierdie tegnologie verseker dat die NWU Skool vir Besigheid en Korporatiewe Bestuur gefokus bly op innovasie en die lewering van ‘n verskeidenheid kwaliteit produkte, wat sinchronies sowel as asinchronies deur die student afgelaai kan word.
Studente kan in die gemak van hul huis, werk of enige omgewing wat WiFi-tegnologie versterk is, deur middel van ‘n rekenaar, skootrekenaar of elektroniese apparaat (iPad, selfoon, ens.) klasaanbiedings bywoon of opnames aflaai. Hierdie verskaf meer toegang vir studente wat voltyds werk en na-ure verder wil studeer. Addisionele klasnotas, leermateriaal, gevallestudie, ens. kan ook beskikbaar gestel word aan studente via die e-Fundi-studenteplatform. Hierdeur word baie studente bemagtig ten opsigte van toegang tot kursus- of module-inligting.
Met die inkorporering van die nuutste e-leertegnologie verseker die NWU Skool vir Besigheid en Korporatiewe Bestuur dat hul studente aan die beste onderrigmodaliteite en leeromgewing blootgestel word. Aanvullende aanlynprogram-aanbiedings word beplan en sal binnekort beskikbaar wees.
Mnr Rooies Andrianatos
Met die gebruik van interaktiewe witbord-tegnologie, Bridget en Panopto-sagteware en e-Fundi-geïntegreerde leerstelsels, kan dosente multimodaal vir kontakstudente sowel as afstandstudente klasgee.
PRESTIGE DAY
Prestige Day focuses on the changing business environmentThe NWU School of Business and Governance’s annual Prestige Day took place on
Wednesday, 13 July 2016, at the Quest Conference Estate in Vanderbijlpark. The event featured top-notch speakers from the industry who shared their knowledge and expertise on a variety of topics as it pertains to management and leadership practices in the ever changing business environment.
The impressive line-up of keynote speakers included: Dr Johann de Jager (Corporate Communications Specialist), Dr John Purchase (CEO of Agbiz) and Ms Mmabatho Mfikwe (Chief Director: Corporate Services in the Department of Public Works, Roads and Transport). The respective themes were: Marketing and branding in the changing business environment, Managing agriculture in the changing environment, and Diversity in the changing business environment.
Other speakers who took to the stage during the weeklong Winter Study School included:• Ms Nicole Marriott (Sales Consultant: McGraw-Hill Education)• Prof Theuns Pelser (Dean and Head of the School for the Graduate school of
Business and Leadership: UKZN)• Mr Johan Els (MD of Sparrow Consulting; Founder and Chairperson of the
University of Africa and Central African Correspondence College in Lusaka, Zambia)
• Mr Pieter Geldenhuys (Futurist, academic and innovation expert)• Mr Theunis Meyer (Senior subject specialist: Environmental Science and
Management)• Dr Cobus Pienaar (MD: Arbinger Institute in South Africa)• Mr Shawn Liebenberg (Statistical consultant at the North-West University)• Mr Theo Venter (Political and policy specialist at the North-West University)• Prof Waldo Krugell (Director of the School of Economics at the North-West
University)
This year the Prestige Day boasted with a brand new (technological) jacket – namely live streaming via webinar to an online audience.
* The theme of the 2016 Winter Study School was: “Invest in your future!”
Mr Theo Venter and Dr Johann de Jager.
Mr Theo Venter and Mmabatho Mfikwe.
Mr Theo Venter and Dr John Purchase.
PRESTIGE DAY
NWU School of Business and Governance –
Winter Study School 2016The NWU School of Business and Governance hosted its annual Winter Study School at the Vaal Triangle’s site
of delivery: the Quest Conference Estate in Vanderbijlpark.
During the week (11-15 July) MBA students benefitted from a mixed bag of academic study, lectures presented by industry experts, networking and discussions pertaining to real-time case studies. According to Prof Tommy du Plessis who welcomed the students to the event, the programme for the week was put together in such a way to be both rewarding and complementary in the students’ pursuit of management excellence.
In his address, he explained that the Winter Study School consists of five major building blocks, namely:• Academic lectures;• The highly-rated MBA Prestige Day;• Research methodology;• Certified management skills, and• Company projects for the final-year students.
During the Study School several guest lecturers shared their knowledge and expertise with the students. These lectures were module-specific and comprised of a number of concepts aimed at providing advanced managerial development to not only survive in the business world, but to excel within the dynamic environment of management, leadership and business. These concepts included personal development, practical business challenges, research, skills and also direct MBA module tuition to enable a balanced growth in individual and professional careers.
More about the NWU School of Business and GovernanceAccording to Prof Tommy Du Plessis – Director of the NWU School of Business and Governance – the vision of the entity is to be an innovative and quality-driven business school that, strongly anchored within a regional context, also plays a dynamic role in Africa and internationally. “We strive to challenge and change the way our students think about business and as such our students become dynamic manager-leaders in their own right,” adds Prof Du Plessis.
The School have three sites of delivery, in Mafikeng, Potchefstroom as well as in the Vaal Triangle. Each of these sites offers academic representation as well as academic support to students.
LABOUR BROKING
Mr Pieter Greyling
Executive pay: Think again, Prime Minister May!
In May 2016, aspiring to become Prime Minister, Theresa May promised employee representation on company boards. The result, a flurry of responses
in newspapers and blogs about the pros and cons and why it cannot or should not be implemented. Others say she was concerned as to where this idea came from.
The question is, however, what induced the aspiring politician to make such a promise and what will the new management and control structure look like? The UK was rocked by the demise of the departmental chain BHS and more specifically the conduct of its chairman, Sir Phillip Green. His conduct and the role in the demise are described as the unacceptable face of capitalism. The BHS’s demise left a €571m black hole in the pension fund and 11 000 people jobless. This incident also brought the issue of executive pay to the fore. It appears to be the thinking of Prime Minister May that worker representation on boards would curb executive pay.
A substantial number of commentators expect that the German governance model is the model that the British should consider. However, what are the developments and tendencies in Germany if we talk about executive pay? Recent research involving the 500 largest firms in Germany over the period 1997 until 2009 has showed that executives tend to be rewarded when the sectors do well and not necessarily the firm for which they work. The demand for management increases during difficult times when firms tend to shrink in size. Global competition has an impact on the country as such.
The dual-board system of governance (supervisory and executive board) that is used in Germany is seen by many as a solution to the executive pay problem.
Half of the seats on the board are reserved for representatives of the workforce; usually, through trade union representation. However, what is the current position in Germany with regard to executive remuneration? The Guardian reported in January 2015 that for the first time (2013), German average executive pay exceeded that of their British counterparts. This was the conclusion from a study of more than 500 companies across Europe. This phenomenon is ascribed to the changing attitudes in Britain, which saw even existing pay deals being slashed.
The German periodical, Der Spiegel, however, reported as far back as March 2013 that Chancellor Merkel also expressed her concern about executive remuneration. Her government made known its intention to introduce legislation to establish a maximum relationship between base salary and bonuses, i.e. the size of the bonus will be linked to the size of the basic salary. Examples of exorbitant pay that fuelled the debate are that of a Deutsche Bank trader, who received €80m in 2008. Daimler agreed for its CEO, Dieter Zetsche, a guaranteed deferred compensation of €40m. Volkswagen’s Martin Winterkorn received €15.7m in 2013. There was a public outcry in Germany in 2012 when his salary almost doubled from €9.3m to €17.5m. It was subsequently cut to €14.5m. It is further to be noted that, in terms of the agreed remuneration scheme, his salary would have almost been €20m if it had not been cut.
As far as disparity is concerned, it is to be noted that, in 2013, one in four employees earned less than €9.15 an hour, which amounts to approximately €19 000.00 per year. This is less than 1/700 of what the CEO of Volkswagen is earning. Average employee wages have increased by 6.1% since 2000. However, the salaries of senior executives trading on Germany’s DAX stock exchange index
LABOUR BROKING
have risen by approximately 55% during that same period. In public trading corporations, the supervisory boards of which the representation is 50/50 between shareholders and workers, it means only one thing: Union leaders agreed to these increases.
No doubt these disclosures embarrassed the trade union leaders. How could they credibly represent the interest of the ordinary employee if they did not rebel against the exorbitant remuneration that the executives received? Executive pay is, however, not an embarrassment for the labour leaders alone. Representatives of capital also now accept that executive compensation is no longer strictly an internal company issue. Business needs social and political acceptance. If the public feels that people are filling their pockets to the detriment of the community, that acceptance is lost. What therefore must be recognised is that the German model of co-determination is in itself not a solution. Although Germany and other continental countries are thinking of legislation such as shareholder decision-making, capped bonuses and pegging mechanisms to curb excessive payments, it would serve no purpose if the drive for higher remuneration still remains.
A company such as BMW is, however, against any statutory interference. It believes that there is already too much government control. It is BMW’s view that the supervisory board should take control. It believes that it does not experience any problems in attracting high quality executives although they are paid less than other DAX-listed companies. What is the secret? The Quant family that holds just under 50% of common stock and the Works Council in this instance co-operated and ensured that salaries and pension commitments remain within limits.
A remuneration policy was introduced in 2011. One important principle that applied when designing the remuneration system at BMW is the consistency at different levels. In other words, compensation systems for the board of management, senior management and employees of BMW should have a similar structure and similar components. The formulae for calculating the various components and the actual calculations are also disclosed as far as the board of management is concerned. Performance is measured by profit, sales and other factors. It provides for a compulsory investment for a percentage of bonuses into company shares to ensure sustainability and the avoidance of inappropriate risks.
No matter how high profits go, CEO Norbert Righthofer’s income cannot increase to €10m. BMW has shown that government intervention is not necessary. It also proved that setting limits to remuneration does not have harmful effects. The corporate reputation of BMW, which is, after Volkswagen, the most successful automaker in the world, is more important to executives than excessive salaries.
Prime Minster May and others will be well advised not to simply look at German legislation, but rather to look at certain companies and how they deal with the challenge. Without the right attitude, legislation and regulation usually become objects to be circumvented to the benefit of all sorts of consultants and advisors. Maybe the answer would lie in the principle of not only just and fair remuneration for all, but the addition of a further principle or qualification that it should also be appropriate. Compensation systems that apply uniformly to all levels of employees and provide for compulsory re-investment of bonuses in stock would ensure just, fair and appropriate remuneration for all.
Maybe, Ms May, you should go the BMW way.
DESKUNDIGHEID - SOSIALE MEDIA
NWU Besigheidskool se deskundigheid relevant ten opsigte van verskeie onderwerpe
Die reeks opnames wat prof Raymond Parsons en mnr Theo Venter vir die NWU Skool vir Besigheid en Korporatiewe Bestuur oor die
afgelope twee jaar aanbied, het aansienlik ontwikkel. Gereelde maandelikse opnames word oor relevante onderwerpe gemaak, en die projek het selfs opnames tydens die MBA-winterskool ingesluit. Verskeie kollegas het ook gedurende onderhoude saamgepraat, onder andere proff Tommy du Plessis, Christoff Botha, Leon Jackson en Andre Duvenhage, om net ’n paar te noem.
Die fasiliteite wat d-Media geskep het, word ook baie dinamies deur Rohan Claassen en sy bekwame span aangewend.
Die mees onlangse opname handel oor die politieke onsekerheid sedert die plaaslike verkiesing wat op 3 Augustus 2016 plaasgevind het, en die binnegevegte in die regerende ANC soos wat dit in die Valke se pogings om die Minister van Finansies van wanadministrasie aan te kla, manifesteer. U kan ook uitsien na die volgende opnames
soos die Beleidsonsekerheidsindeks (PUI) wat vroeg in Oktober sal plaasvind en die mini-begroting op 26 Oktober 2016 – met of sonder Minister Pravin Gordhan!
Prof Raymond Parsons en Theo Venter, gemaklik voor die kamera, waar hul op gereelde basis kontroversiële kwessies aanspreek.
Prof Christoff Botha delivers inaugural address
It fills our days, our weeks, our years. It is, perhaps, the most prominent and most repeated topic of all of our discussions. It evokes as much ire as it does monthly
gratitude. It is that most necessary of evils: ‘work’. And, it is so much more.
In his inaugural address titled The Employment Relation as a Human Relation, Professor Christoff Botha, research manager at the School of Business & Governance of the North-West University and labour relations expert, elucidated on the relationship between employees and their jobs and equated that relationship
“When one thinks of work, one thinks of a job. But work is far more than a job. Although work certainly provides for basic subsistence needs and decent living conditions, this is not its only function. Work is, above all, an activity through which an individual fits into the world, creates new relations, uses its talents, learns, grows and develops his identity and sense of belonging,” Botha explained.
“Work plays a central role in many cultures, although every culture has its own values and conceptions about it. However, it seems that work is important and significant for a majority of people considering the time that individuals devote to work in their lives.”
He went on to say that: “There is another thing that we are well aware of. That is that the employment relation is in fact a relation. Therefore it must have certain element that are similar to those find in another other relationships such as friendships and business partners. We also realise that the employment relationship suffers, sometimes in a chronic way, from things like industrial action and political influences.
“It also shows signs of competition, conflict and even mistrust amongst others. If one needs to understand any society of people, then we need to study these activities and the institutions where they work. In studying the activities of people as they spent by far the largest part of the day working, one needs to create an understanding and appreciation of social behaviour. Good managers realise this and manage accordingly,” he concluded.
Speaking of work, Prof Botha has a body thereof to be proud of.
After being awarded his PhD in Industrial Psychology from the previously named Potchefstroom University for Christian Higher Education (now the Potchefstroom Campus of the North-West University) he completed a post-graduate diploma in Labour Law at the Rand Afrikaanse University, now UJ. He taught employment relations at the NWU before going into full-time practice as a registered chartered human resource practitioner with the South African Board of Personnel Practitioners. He was promoted to professor at the Potchefstroom Business School in 2015 after climbing the academic ranks.
He has contributed seven chapters in academic books as well as 41 peer-reviewed articles and 34 peer-reviewd academic conference papers.
In addition, Prof Botha researched the relationship in the tri-partite alliance of the ANC, SACP and COSATU. A total of 48 master’s degree students have completed their studies under his supervision. He has been the promotor of nine PhD students.
He has been married for 29 years to his first love, Doret, and together they have two children, Nestene and Ockert-Johan.
INAUGURAL LECTURE
OORSIG OOR KORTLEERPROGRAMME
Verslag oor kortleerprogrammeNuwe geleenthede en uitdagings is deurlopend deel van die
aktiwiteite van enige kommersiële eenheid – ten opsigte van kortleerprogramme is dit selfs meer so, veral ten opsigte van die regulatoriese omgewing waarbinne universiteite tans opereer. Die fokus vir die Besigheidskool bly steeds om volgehoue eksponensiële groei vir kortleerprogramme te verseker. Binne dié verband moet kennis geneem word dat met die eenwording van die voorheen afsonderlike besigheidskole binne die NWU
daar nuwe moontlikehede ontstaan het vir komplimentêre praktyke en prosesse om aan die een kant produktiwiteit te verhoog, en aan die ander kant ’n uitbreiding van aktiwiteite te verseker. Gepaardgaande hiermee het die vroeëre behoefte aan ‘eie’ fasiliteite op al die afleweringspunte (Potchefstroom, Mafikeng en Vanderbijlpark) gerealiseer of is besig om te realiseer.
Verandering bring natuurlik ook sy eie eise en die vraag oor die posisionering van die Besigheidskool se kortleerprogramme as ’n ‘kommersiële eenheid’ binne die groter Universiteit-verband ontvang tans aandag ten einde prosesse en prosedures daar te stel wat mededingendheid verder kan verbeter. Dienooreenkomstig en gepaardgaande met verandering en verbetering in tegnologie word daar ook meer van tegnologie gebruik gemaak om programme af te lewer – ’n proses wat moontlik in die nabye toekoms versnel kan word.
Rakende die vergroting van die ‘voetspoor’ van die Besigheidskool was vordering waarskynlik stadiger as wat wenslik is, maar in lyn met die beskikbare kapasiteit tans beskikbaar. Verdere uitbreiding van kortleerprogram-besigheid is noodsaaklik en daar word reeds aan planne gewerk om dié doelwit te behaal.
Ongeag die relatief swak ekonomiese situasie in die land is daar die afgelope jaar meer programme aangebied en die aantal deelnemers aan programme het ook vermeerder. Die groei in programdeelnemergetalle die afgelope jaar was ongeveer 25% en die groei in verkope en wins het dienooreenkomstig toegeneem.
Laastens is akademici voortdurend besig met veranderings aan, opdatering en belyning van en verbetering van studiemateriaal en programme met die doel om aan die snykant van voortdurende leer te bly en dit te bevorder.
Prof Ines Nel
Brexit … now what?Now that the news of the UK’s intention to leave the European Union has begun
to sink in around the world, many questions are circulating about the likely nature and timing of the split, and the impact of Brexit on global and regional dynamics.
Prof Raymond Parsons, from the North-West University School of Business & Governance recently likened Brexit to “a slow-burning fire”, which is likely to keep negotiators busy for an extended period. Prof Parsons was speaking at a workshop jointly hosted by the North-West University TRADE research entity/WTO Chair and the South African Institute of International Affairs (SAIIA) in Potchefstroom on 22 September, the theme of which was: ‘Navigating Global Headwinds and Tailwinds: New Directions for Industrial and Trade Policy’.
In the light of the Brexit vote, the UK government faces the unenviable task of negotiating a new deal with the European Commission in Brussels, scoring a series of major bilateral trade deals around the world and revising its own system of governance as EU law recedes. From South Africa’s perspective, the Brexit decision takes the country into uncharted waters and could have serious unintended consequences which will need to be managed. In the meantime, as UK and EU negotiators square up, South African decision makers should be anticipating possible outcomes and taking steps to secure the country’s status on the trade and investment fronts.
It is likely that Brexit will trigger a decline in economic growth for both the EU and the UK, which in turn will negatively impact South Africa’s export performance and FDI inflows. In anticipation of this, the FTAs that define South Africa’s trading relationships with the EU and UK need to be put under the spotlight and evaluated in the light of the anticipated change in circumstances – and possibly even renegotiated, which would be a costly and time-consuming process. A worst case scenario would be South Africa’s favourable access into the EU market through
the EU-SADC Economic Partnership Agreement (EPA) being eroded as a result of renegotiated trade deals between the UK and its EU counterparts. Reduced access into the UK and/or EU market would also hit South Africa’s southern African neighbours, which could prompt waning demand for South Africa’s exports and the advent of greater instability in the region.
Peter Draper of Tutwa Consulting outlined some of the models that the UK may consider going forward, with varying degrees of financial commitment and involvement in EU decision-making. While the UK would undoubtedly favour full access to the single market, it is unlikely to get it unless it made a significant financial contribution and accepted the majority of EU laws (including the free movement of people), as it currently does as an EU member. The latter provisions, however, would probably not appeal to the majority of Brexit supporters.
Under the Swiss model, for example, the UK would become a member of the EFTA (European Free Trade Association), with access to the rest of the EU market through a series of bilateral agreements covering some (but not all) areas of trade. It would also have to contribute financially to the EU and accept the free movement of people. Under the Turkey model, the UK would have a customs
ECONOMIC OVERVIEW
Prof Raymond Parsons was speaking at a workshop on 22 September in Potchefstroom.
union arrangement with the EU, meaning that exports of industrial goods from the UK would enter the EU tariff- and quota-free. The UK would also be obliged to apply the EU’s common external tariff (without any say in how it is derived) on goods imported from outside the EU. Under the Canada model, most UK exports (bar some food products) would enter the EU tariff-free and the UK would have no say in EU technical requirements, including product standards. In addition, the country would have only partial access to the EU services sector which could be a major drawback as services contribute about 80% to the UK economy. Finally, if the UK were to adopt the Singapore and Hong Kong model, which is essentially a unilateral free trade approach, it would not impose any tariffs, relying instead on the WTO’s minimum requirements regarding permissible trade treatment across the WTO membership base.
Peter went on to say that whatever model the UK and the EU manage to hammer out – either in pure or hybrid form – the complexities of the UK’s intended departure from the EU stable are such that the two-year transitional period allocated to finalising the exit arrangements (once Article 50 is invoked and the countdown begins) is looking increasingly unrealistic. He also posed the question: “Is Brexit a certainty?” There is a possibility, he said, that Brexit may not happen. Denmark and Ireland, for example, reran the results of similar referendums “until they got the right results”.
Prof Ludo Cuyvers, Emeritus Professor at the University of Antwerp in Belgium, concurred that Brexit was not a foregone conclusion, although sentiment in Europe at present suggests that it is more likely to go ahead than be abandoned. Judging from its trade with the rest of the European Union, the UK is a “junior partner”, with less than 50% of its total trade currently with the EU, having declined from about 61% in 2003. However, the UK remains integral to the EU model and securing agreement from the other 27 EU countries on acceptable exit terms will be no simple matter.
One of the clearest messages emanating from the TRADE/WTO Chair-SAIIA workshop was that the current uncertainty surrounding Brexit is just as unsettling as the reality (once the way forward has been mapped out) of the UK leaving the EU. Given South Africa’s weak economic climate and with credit agencies circling menacingly, the country can ill afford any more policy uncertainty that will gnaw away at its trade and investment performance, and further weaken its economic prospects.
“Brexit could be a game changer as far as South Africa’s ties with the UK and EU are concerned”, said Prof Parsons, “and South African businesses need to be proactive in monitoring the process as it unfolds and taking the necessary steps to preserve their interests.”
ECONOMIC OVERVIEW
Participants who joined the workshop on 22 September at the new off-campus facilities of the NWU School of Business & Governance in Potchefstroom.
PERSONNEL PROFILE: PROF YVONNE DU PLESSIS
A caring person who is passionate about teaching and learningA profile compiled by Marilize Minné
Prof Yvonne du Plessis from the Mafikeng site of delivery of the NWU Business School, is a dynamic woman who is passionate about teaching and people.
She is a down to earth kind of person and attributes this characteristic to the fact that she was born in Namibia and her parents raised her as a “free spirit”. Yvonne’s love for animals is noticeable – she cares greatly for those in need – and cannot tolerate any form of animal abuse. She is the loving owner of two dogs and a cat who she rescued from near death.
She is a caring person who considers her work as her greatest passion. Her family, friends and pets are very dear to her.
The thirst for knowledge of this desert rose from Swakopmund, knows no limits
Yvonne du Plessis, née Booysen, was born in Windhoek, Namibia. She has completed her matric at Swakopmund High School. Yes, nothing much grows in the Namib desert, but this is where her inquisitive mind started to develop. She always wanted to know more than just WHAT and engaged in the WHO? WHY? WHERE? WHEN? and HOW? to such an extent that she often became the one at school who often had to explain issues to others … and a love for teaching and learning was born.
A versatile mom whose heart beats warmly for her family
Yvonne has the capacity to step back to appreciate life. She and her family are avid nature lovers and they love to visit the Kruger National Park. Her little piece of paradise is nestled in Simonstad – a family house from where they can appreciate nature. And they can laugh at the antics of the penguins and whales from their porch!
She also craves cultural experiences and to travel to different countries is definitely listed high on her bucket list.
Yvonne and her husband are the proud parents of three daughters (Miemie, Lydia and Michelle) and two grandchildren (Daniel and Lalie). It is important to them to spend quality time together during the December holidays at the family home in Simonstad and during the Christmas festivities they all enjoy each other – a lot of food, a lot of laughter and huge amounts of merrymaking.
“As a full professor, research is a major part of my daily life. I have always used my research as an input into my teaching and likewise I have always taken a lot from class into my research. Learning and research goes hand in hand and if you neglect one, the other suffers.”
Perseverance – the key to her career success
Yvonne has graduated with a BSc Hons degree in dietetics at the University of Pretoria in 1980.
She joined academia in 1981 at Medunsa teaching dietetics, but she wanted to engage in management and undertook a job at ESKOM in 1985. Yvonne completed her Management Development Programme at UNISA in 1987 and was promoted to Training and Development Manager for the Eastern Transvaal Region and later to Human Resource Manager.
In 1994, she became a part-time lecturer at the University of Pretoria’s Graduate School of Management and at the Department of Human Resource Management.
She received an MBA at the same University in 2001 and permanently joined the
Department of Human Resource Management the year there after. In 2004, she completed her PhD in Organisational Behaviour and took over the management of the postgraduate programme for PhDs. She became an associate professor in 2009.
In September 2013, Yvonne accepted her current position as full professor at the Graduate School of Business and Government Leadership, the North-West University, Potchefstroom Campus, and delivered her inaugural lecture in October 2014.
Virtual teaching part of her next journey
Yvonne still has six years of moving mountains before official retirement, but she will never stray far from teaching and learning, as it is in her blood. “I am already deliberating ways on how I can do things differently or in a more refreshing manner for the students”.
Yvonne in a nutshell:My biggest dream:PEACE on EARTH. I wish every single individual a place and space to grow and develop.
If I had the privilege to spend some time with someone important, I would choose: There are so many people who I would very much like to meet, but if I may choose I would immediately choose Mother Theresa. She will always be a world icon of unselfishness and a beacon of love and care.
What I do in my free time: Gardening and preparing food are important therapeutic tools to me. I will also spend hours and hours drawing building plans because the project management of construction is very dear to me.
Something that nobody knows about me: I initially qualified myself as a dietician, but I made a career leap to management very early in my life. I am also very handy in and around the house.
PERSONNEL PROFILE: PROF YVONNE DU PLESSIS
MAFIKENG SITE OF DELIVERY
May 2016 Graduation
The School of Business and Governance (Mafikeng Campus) held the autumn graduations on 5 May 2016, where 45 graduates in the Post-graduate Diploma in
Management, 29 in Master of Business and Administration and one PhD were produced. The School of Business and Governance is proud of itself and would like to congratulate the graduates on their achievement.
Autumn graduation procession.
MBA 2016 graduates. Prof Wedzerai Musvoto and his MBA graduates.
NEWS REPORT - MAFIKENG SITE OF DELIVERY
MAFIKENG SITE OF DELIVERY
Newly appointed Research manager
Dr Joseph Nembo Lekunze is a recently appointed research manager in the School of Business and Governance (Mahikeng Campus). He is a holder of
PhD, MSc, BSc honours and Post-graduate Diploma in Agricultural Economics and Management. He is also a holder of BSc (Hons) in Geography with a minor in management. He is specialises in Agricultural Economics and its related sub-disciplines (Agribusiness, Agricultural finance, Agricultural resources management, and Microeconomics and Macroeconomic principles). His niche areas of strength are in the measurement of production efficiency in agricultural enterprises, resource use efficiency, and market analysis of indigenous vegetables as well as teaching of research methods. He has also published several peer review articles on resource use efficiency and on ‘Market analysis of indigenous vegetables’ produced in the North West Province of South Africa. He has extensive experience in teaching at High Schools level, College level, Public service, lecturing as well as the development of project proposals including report writing.
His mandate as a research manager is to oversee the general administration of MBA and PhD mini- and full dissertations in the Business School, develop guidelines for conducting MBA and PhD research, ensure that research colloquiums and seminars for MBA and PhD are well organised, liaise with examination office to ensure that results of our students are properly managed, present the results at the FHDRC committee for approval or rejection, manage results that need arbitration or resubmission, ensure
that students are allocated supervisors, ensure that the unit data base on external examiners and promoters is up to date, develop reports on the quality of our research outputs, develop research proposals for funding to boost the unit, and network with other research organisations to ensure that the unit remain relevant.
Since his appointment in February 2016, his team, together with the research professor (Prof Yvonne Du Plessis) has developed guidelines and templates for conducting MBA and PhD research. They generated a detailed report on the areas where students are having challenges with their research work, organise workshops for our students by inviting experts to train our students on literature searching, data collection, data analysis and results presentation. This is one of the areas where the report found our students need attention when it comes to research. He also presented 29 MBAs’ and 1 PhD’s results at the FHDRC and these students form part of the autumn graduation ceremony that was held on 5 May 2016. His future plan for the unit is to make it a centre of excellence in research administration, developing proposals for funding, networking with other research institutions and ensuring that our MBA and PhDs students are treated with respect and dignity, their research work is properly managed administratively as well as relevant to the current job market. He also aims at strategically placing the unit to become a centre of excellence in research administration in the North-West University Business School and Governance.
Dr Joseph Lekunze, Research manager: School of Business and Governance (Mafikeng Campus).
NEWS REPORT - MAFIKENG SITE OF DELIVERY
MAFIKENG SITE OF DELIVERY
New ApplicationsSchool Of Business and Governance (Mafikeng Campus) would
like to announce that applications are open for the Post-graduate Diploma in Management (PGDip), Master of Business Administration (MBA), as well as PhD in Business Management Administration (E901M) for the 2017 academic year.
The closing date for application is 28 October 2016.
For more information, please visit our official website or alternatively contact us at the following details:
Telephone: 018 389 2095
Email: [email protected]
NEWS REPORT - MAFIKENG SITE OF DELIVERY
Yolande en haar drie kinders tydens ‘n uitstappie na die Voortrekker Monument in Pretoria.
ALUMNI PROFIEL: YOLANDE PEACH
Van ma tot MBAProfiel saamgestel deur Marilize Minné
Yolande Peach is nie die tipiese “beste-in-die-klas-student” nie. Sy beskou haarself eerder as ’n veelsydige mededinger ’n iemand wat die meeste van die
tyd té veel hooi op haar vurk laai, maar haarself troos met die wete dat sy ’n vurige begeerte het om aanhoudend nuwe dinge te leer.
“My droom is om ’n program te ontwerp waar alumni deur middel van mentorskap kan teruggee aan hulle gemeenskappe.”
Harde werk van kindsbeen af
Haar liefde vir leer en selfverryking het vroeg begin toe sy bevoorreg was om, van graad 3 tot graad 11, deel te wees van die Vrystaatse Departement van Onderwys se verrykingsonderwysprogram. Hierdie program het leerders se dink- en redenasievermoë ontwikkel deur vakke soos Kreatiwiteit, Probleemoplossing, Filosofie, Politieke Studie en Astronomie – om maar ’n paar te noem. Hulle het elke kwartaal een week by die EE-sentrum in Bloemfontein deurgebring, waar hulle tot 17:00 klasse in hierdie vakke bygewoon het, en dan gedurende studietyd in die aand hulle normale skoolwerk moes inhaal. Volgens Yolande was hierdie ’n baie uitdagende program, maar die vaardighede en kennis wat sy hier opgedoen het, het haar in staat gestel om so baie te bereik. Die belangrikste is egter dat sy as ‘n holistiese mens ontwikkel het wat weet wat in die wêreld om haar aangaan.
Ster wat op alle terreine skitter
Hulle het in 1989 teruggetrek na haar tuisdorp, Bethlehem, toe haar ouers ’n Spur Steak Ranch oopgemaak het. In daardie restaurant het sy haar “10 000 uur” gewerk en alles oor besigheidsbedrywighede, kliëntetevredenheid, bemarking, voorraad en – die belangrikste – tydsbestuur geleer. As ’n akademiese presteerder,
uitblinker in sport, pianis, koorsanger en vrywilliger vir alles anders wat die skool aangebied het, tesame met die drie dae per week se werk in die restaurant, moes sy goeie tydsbeplanning toepas. Wanneer sy terugkyk, is dit juis daardie vaardigheid wat haar in staat gestel het om te studeer vir ’n MBA terwyl sy gewerk het en ook ’n ma was.
Student-wees is nie kinderspeletjies nie!
Yolande is op 21 getroud met haar man, Nico, toe sy nog besig was met haar rekenmeestersklerkskap. Sy het drie pragtige kinders, en toe haar tweeling (Gavin en Cailtin) in 2002 gebore is, het sy voltyds ma geword en regtig die tyd wat sy saam met hulle spandeer het, gekoester. Sy het eers voltyds teruggegaan werk
Haar seun Thomas kry sy eerste selfoon en sy broer Gavin langs hom.
Yolande se dierekinders werk saam aan haar skripsie.
Die tweeling, Cailtin en Gavin.
ALUMNI PROFIEL: YOLANDE PEACH
toe haar jongste (Thomas) twee geword het, alhoewel sy gedurende hierdie tyd baie hard in haar man se besigheid gewerk het. Sy was in 2009 gelukkig om ’n aanstelling te kry by Farmsecure –’n nuwe, baie dinamiese maatskappy. Die groep het teen ’n geweldig vinnig gegroei en Yolande is toegelaat om elke ses maande met nuwe projekte te begin, want die bestuur het geweet sy raak vinnig verveeld en het uitdagings nodig om gemotiveerd te bly. “My bestuurder en mentor, Schalk Lubbe, het ons vir Gallup Strength-finder toetse gestuur en het probeer om ons te gebruik in posisies wat by ons sterk punte pas, in plaas van om tyd met ons swakhede te mors. Dit is hy wat my toe aangemoedig het om ’n MBA te doen. EK het geweet dat hy sy MBA cum laude geslaag het, en dit was my motivering om hard te werk en dieselfde te bereik.”
Haar werkgewer het vir haar eerste studiejaar betaal, maar teen die einde van daardie jaar het die groep die meeste van hulle bedrywighede gestaak en sy is afgelê. Sy kon gelukkig vyf van die maatskappy se likwidasieprosesse administreer en het vir die volgende 18 maande op ’n kontrakbasis vir hulle gewerk. Weer eens was dit op sigself ’n uitnemende geleentheid om te leer, alhoewel dit nie baie motiverend was nie.
In Yolande se finale jaar, met haar verhandeling wat voorlê, het sy vir ’n bestuursfirma met kliënte in Afrika begin konsulteer. Sy was veronderstel om slegs vyf uur per dag te werk en het gedink dit sal haar studies en lewe perfek pas. Sy het op die ou einde baie lang ure gewerk, die meeste van die tyd in die nag en vroeë oggende, aangesien haar kinders nog steeds gedink het sy is ’n tuisteskepper en haar van 14:00 tot 21:00 besig gehou het. “Die hantering van ’n besige huishouding, lang werksure en my verhandeling alles tegelyk het dit die uitdagendste ses maande van my lewe gemaak. Dit was op die ou einde elke sekonde werd, alhoewel my kinders reken hulle sal NOOIT ’n MBA of ’n verhandeling doen nie!”
Haar verhandeling was so verrykend en die swart respondente op die plase het haar lewe só geraak, dat dit ’n vervullende ervaring was. Yolande sal graag met die navorsing wil aangaan en ’n PhD doen, maar dit sal daarvan afhang of sy ’n beurs kry. Dit is nie maklik om vir jou eie “gretigheid om te leer” te betaal nie…
Nadat sy haar verhandeling ingehandig het, het sy probeer om al die goed in te haal waarby sy nie uitgekom het nie. Sy het nou al ses eenduisendstuk-legkaarte voltooi, 10 komberse vir ‘n kerkprojek gehekel, 13 boeke (ses fiksie) gelees en by elke moontlike komitee by haar kinders se skool en kerk aangesluit.
TECHNOLOGY MANAGEMENT
Dr Piet Pretorius
Disclaimer
Regardless of the four decades in the IT industry, I still do not consider myself an expert. Anyone involved in IT will agree that the field has become so wide and complex that it is close to impossible to specialise in every aspect of IT. I would welcome any comments and/or contributions going forward.
Technology – A new eraMost people will agree that technology plays
a role, perhaps a major role, in their lives. Mention of new technology happens on a daily basis. If it is not the iPhone 7 that is being released it is Samsung’s new Note 7 (and of course the problems associated with it). Most people do not understand what these new technologies mean in their lives and are ignorant as to whatever benefits can be derived. More importantly – most people probably do not care
as a result of ignorance on their part – with the greatest respect to the latter. A cell phone is used to phone and send messages – and perhaps it is used to access the internet. A personal computer is used for writing letters or memoranda, and using a spreadsheet is for calculations. In the past, this would more than likely have been acceptable. However, an era has arrived where there are so many new technologies available, all having a significant impact on our lives. This technology impact cannot be ignored anymore and may be referred to as the fourth industrial revolution.
Klaus Schwab (2016) defines the fourth industrial revolution as the age where major technological innovations will fuel momentous change throughout the world. He furthermore argues that all new developments are leveraged by the power of digitisation and information technology.
Starting with the historical context. The first industrial revolution lasted approximately 80 years from 1760. The construction of railroads and the steam engine initiated mechanical production. The second industrial revolution, starting in the late 19th/early 20th century, made
mass production possible – supported by electricity and the assembly line. The third industrial revolution, also called the digital revolution, started in the 1960s.
Mainframe computers were the first major innovation allowing the automation of many manual tasks such as payroll calculations, the creation and maintenance of personnel records, and many other time-consuming manual tasks. Working with these massive pieces of electronic equipment presented some significant challenges – the least not being the amount of space required to house these devices. To think that some of the machines required water coolers! Creating code to direct computer operations was also time consuming and arduous. Instructions, which formed part of the code, had to be punched onto cards, sequenced and read by a card reader before it could be ‘compiled’ onto the device itself where it used inputs (data) and produced outputs (reports). Compiling code simply meant translating the language used by the coders into machine language for machine consumption.
At this point, all computing had to be done on behalf of the users who consumed the output produced by the respective devices. During the 1980s, the concept of personal computing became a reality. This simply meant that the user could generate his/her own code to produce the outputs required. This was not as simple as it sounds, because the user had to be provided with a tool that was easy to use and a language that made communicating with the computer easy. It was also exacerbated by the question of what data to use and where to get it from. Probably the most significant event regarding personal computing was the introduction of the personal
computer somewhere during the 1980s and soon afterwards Microsoft Excel and Word. It remains the most used end-user computing tools in the world.
THE ENIAC COMPUTER WAS THE FIRST ELECTRONIC PROGRAMMABLE COMPUTER BUILT IN AMERICA. IT “was huge, weighing 30 tons, using 200 kilowatts of electric power and contained over 18 000 vacuum tubes, 1 500 relays, and hundreds of thousands of resistors, capacitors, and inductors.”
https://en.wikipedia.org/wiki/First_computer
NWUBusinessSchool @NWUSBG YouTube [email protected]://commerce.nwu.ac.za/business-school/ http://nwualumni.mobi/ http://pbsmba.co.za
TECHNOLOGY MANAGEMENT
The advent of the internet and the cell phone revolutionised the way of doing things. The precursor to the internet was ARPANET in America that interlinked educational institutions and was responsible for interlinking military facilities. In the early 1990s, the linking of commercial networks and enterprises earmarked the transition to the modern internet. The use of cell phones started in the early 1990s, but it was only by the end of the previous century that cell phone usage became widespread.
When did the fourth industrial evolution start? From a personal perspective, probably after 2010. Although it appears that this is just an extension of the third revolution, there are a number of points that indicate difference (Schwab, 2016:3):
• Technology is changing at an exponential rate. Smart phone technology started after 2010 and the rate of change of these devices is mind-boggling.
• The combination of multiple technologies leading to an unprecedented paradigm shift in the economy, business, and social life, to mention a few.
• The transformation of entire systems. Consider the introduction of robotics process automation – software that takes manual tasks such as completing application forms on behalf of users or applicants provided there is some identifier to work with such as an ID/passport number or account ID.
Moving on to the more interesting stuff! Probably the most pervasive technology of today is The Internet of Things. It can be thought of as a large number of physical devices such as vehicles, buildings and devices such as household items that are connected by a network that allows the exchange of information. Now consider the possibility of human beings connected to the internet. At Brown University, a team called the BrainGate is researching the possibility of linking the human brain
via a tiny array of electrodes implanted into the brain to a computer. Imagine being able to surf the internet with the power of your thoughts (Deep Shift, 2015:8).
Imagine a car that drives itself! There are trials taking place
by Audi, and Google and many other enterprises are gearing themselves to develop solutions. The question is, will these driverless cars be safer than the ones with drivers? There is agreement that by 2026 at least 10% of the cars in the USA will be driverless (Deep Shift, 2015:20).
Another innovation is 3D printing – printing a physical object layer upon layer from a 3D drawing or model. A 3D-printed car in production by 2022 – six years from now (Deep Shift, 2015: 27)! Over time, 3D printers will be able to use a variety of different materials, ranging from plastic to stainless steel, ceramics, and aluminium to advanced alloys. It does not end there – a 3D printed liver by the year 2024 (Deep Shift, 2015:29). This does make one sit up and take notice.
In conclusion – the world today is pervasive with change – and specifically major shifts in technological advances. As users of technology, the new advances will have to be embraced to remain competitive in this new and somewhat strange world. It could only be beneficial.
Future articles will look at specific technologies and how they change both individual and organisational experiences.
REFERENCES:
Deep Shift: Technology Tipping Points and Societal Impact. World Economic Forum. Global Agenda Council on the Future of Software and Society. Survey Report, September 2015.Towards 2050: Megatrends in Industry, Politics and the Global Economy Mar 2016 Published by: BMI Researchhttps://en.wikipedia.org/wiki/Computer, accessed on 12 September 2016Schwab Klaus, S.2016. The Fourth Industrial Revolution. World Economic Forum.
CISCO SYSTEMS FORECASTS CLOUD TRAFFIC TO GROW FROM 2 955 EXABYTES (EB) IN 2015 TO 8 621EB BY 2019 (MB = 1 000 000 BYTES; GB = 1 000 MBS; TERABYTE = 1 000 GBS; PETABYTE =
1 000 TBS; EXABYTE = 1 000 PBS)
TOWARDS 2050: MEGATRENDS IN INDUSTRY, POLITICS AND THE GLOBAL ECONOMY MAR
2016 PUBLISHED BY: BMI RESEARCH
IN 2014, DOCTORS AT PEKING UNIVERSITY THIRD HOSPITAL SUCCESSFULLY IMPLANTED THE FIRST EVER 3D-PRINTED VERTEBRA INTO
A YOUNG PATIENT REPLACING A CANCEROUS VERTEBRA.
Deep Shift 2015: 29