Lynette Louw

Cultivating an organizational information security culture

An information security solution should be a fundamental component in any organization. One of the major difficulties in achieving the assimilation of information into an organization is the actions and behaviour of employees. To ensure the integration of information security into the corporate culture of an organization, the protection of information should be part of the daily activities and second-nature behaviour of the employees.

Entrepreneurial traits of undergraduate students at selected South African tertiary institutions

Developments in the global and national economies as well as the labour market, have made it necessary that more attention be paid to entrepreneurship and the updating of curricula presented by tertiary institutions. For this purpose reliable and valid information is required. The primary objectives of this article are to report on the levels of students’ entrepreneurial traits, to establish whether these traits are interrelated, and to determine the extent of the impact that demographic variables have on these entrepreneurial traits. A convenience sampling method (n = 1,215) was used. The best developed entrepreneurial traits observed included: “Competing against self‐imposed standards”, “Self‐confidence” and “Dealing with Failure”. Statistically significant relationships were also identified between the entrepreneurial traits of students and the tertiary institution attended, and students’ gender, race and age.

Mass customization and mass production

Total quality management resulting from total customer satisfaction today can mean giving every customer a product tailored specifically to his or her needs. In the past, manufacturing was usually characterized by keeping costs down with economies of scale. Mass customization can result in a challenging manufacturing environment typified by both high volume and an excellent product mix, where customers expect individualized products at the same price as they paid for mass‐produced items. Meeting this challenge requires profound changes in the manufacturing process and in organizational dynamics. Despite the potential offered by mass customization it is necessary that organizations ensure that such a strategy is the optimal route for their business before embarking on full scale mass customization.

Quality perceptions of MBA courses and required management competencies

Presents the findings in respect of two research objectives, which form part of a larger research project on the status and nature of Master of Business Administration (MBA) programmes in South Africa. In a summary form, the relevant research objectives are: to compare and contrast the opinions of MBA graduates and employers (representing business practice) on the relative importance of core courses for running a business, and management skills and traits required in the business environment; to achieve the above, two independent empirical surveys were conducted, canvassing the perceptions and opinions of 633 MBA graduates and 245 employers. The main findings emphasised the relative importance attached to core courses and management skills and traits by both MBA graduate and employer respondents, but also the substantial disparities between these two groups. Concludes with the implications of these findings.

The SPACE matrix: A tool for calibrating competition

Abstract Competition is at the core of the success or failure of any organization, and determines the appropriateness of its activities. In developing a strategy, managers must examine the marketing opportunities in each business and product-market, as well as the organizations distinctive competencies or strengths relative to its competitors. The SPACE matrix is a valuable method for analysing the competitive position of an organization. It makes use of two internal dimensions (financial strength and competitive advantage) and two external dimensions (industry strength and environmental stability), to determine the organizations strategic posture in the industry. The firms strategic posture is then classified broadly as: aggressive, competitive, conservative or defensive. The SPACE matrix can be used as a basis for other analyses, e.g., SWOT analysis, industry analysis, or assessing strategic alternatives. This article briefly explains the SPACE method and describes how it has been applied as a strategic management tool in South African manufacturing businesses.

Managerial challenges in South Africa

Purpose – The purpose of this paper is to demonstrate insights into cross‐cultural conflict, identity and values amongst selected managers within a South African management context. It aims to increase the understanding of these complexities from an academic managerial perspective, thereby providing in‐depth information which can lead to the development of managerial training tools for improving diversity and conflict management in the described context.Design/methodology/approach – The authors selected qualitative data from a case study that was conducted in the international South African automotive industry. The case study was based on the post‐modernist premise by considering phenomenological and interpretative paradigms most relevant.Findings – Findings show conflicts in managerial communication and treatment, position and competition, organisation, race and gender and are often defined as “cross‐racial” conflict fuelled by the societys past.Research limitations/implications – The generalisability i...

Graduates’ perceptions of the quality of MBA programmes

The primary purpose of this article is to report on the opinions and perceptions of graduates of the quality and standing of South African Masters of Business Administration (MBA) programmes. This article seeks to assess specific outcomes of the MBA programmes offered by South African business schools; to gauge the quality of the MBA programmes of South African business schools, based on graduates’ perceptions; to extract factors relating to the MBA programme outcomes; and MBA programme quality; and to elicit the opinions of graduates on the future development of the MBA programme in South Africa. The main findings pertain to the MBA graduates’ perceptions of the outcome and quality of the MBA programme as well as the most prominent findings in respect of the open question on the future development of South African MBA programmes, from the perspective of graduates.

China in Sub-Saharan Africa: implications for HRM policy and practice at organizational level

The presence of China in Africa has introduced a new geopolitical dynamic that should be incorporated into the way international human resource management (HRM) is studied cross-culturally. Despite a growing literature on Chinas international relations with and investment in Africa, little previous study has been undertaken at organizational level. We review relevant literature, together with that on management and organization in Africa and China, to develop a conceptual framework that incorporates critiques of North–South interactions including Dependency Theories that posit First World development is based on Third World underdevelopment, and Postcolonial Theory that posits the Souths knowledge dependency on the North. We consider how a growing South–South dynamic may be integrated into a consideration of power dynamics and cultural crossvergence, and construct organizational and management ‘ideal types’ to enable us to frame a research agenda in this area. This is important, as it is difficult to sustain cross-cultural scholarship merely on cultural comparisons. By providing a way of studying cultural hybrid forms of organization, or cultural ‘third spaces’, it is hoped this will contribute to understanding the implications to people management practice in South–South partnerships, not only in Chinese organizations in Africa, and contribute theoretically to the development of cross-cultural management studies and its application to international HRM.

Managing cross-cultural conflict in organizations

Conflict is part of being human and thus it is a pervasive aspect of socio-cultural and professional interaction. People who have never experienced conflict at the workplace are ‘living in a dream world, blind to their surroundings or are confined to solitary confinement’ (Boohar, 2001). Over the past decades there has been an increase in research on conflict and its management both internationally and at an interdisciplinary level (Rahim, 1989; Thomas, 1992). Conflict and its management have therefore been researched from different angles and disciplinary perspectives, such as psychology, behavioural sciences, sociology, communication, health sciences and anthropology (Wall and Callister, 1995; Vecchio, 2000). Despite the increase in the number of concepts and definitions of conflict, there is no comprehensive definition of conflict and conflict theory in general. Management scientists have shared renewed interest in the subject of conflict and its management in workplaces (Jehn, 2000; Kumar and Van Dissel, 1996; Putnam and Poole, 1987; Rahim, 2002; Zapf 1999). This interest could be ascribed to the increased observation of conflict in organizations (Schermerhorn et al., 1997) and the assertion that organizations are inherently competitive and riddled with conflict (Pondy, 1992: 257). According to Rahim (2002: 206), conflict and its constructive management are important for the optimal functioning of organizations; however, most conflict management recommendations still focus on conflict reduction, resolution or minimization, because of the negative impact it can have on organizations and individuals. Conflict management should rather be focused on continuous transformation. It can lead to distress and distraction from work, affecting decision-making processes, relationships and individual effectiveness, as well as productivity and creativity (Cowan, 1995: 24). Additionally, there is evidence that conflict can impact negatively on organizational productivity, and increase costs (Burton, 1990). Despite these assertions, if constructively managed, conflict can contribute positively to job satisfaction, well-being (De Dreu et al., 2004: 15) and even stress reduction (Friedman et al., 2000). According to Wils et al. (2006), managing conflict in the workplace involves the diagnosis and analysis of organizational conflict, and the development of effective intervention techniques and methods to resolve it. Organizational conflict management strategies involve the analysis of types of conflict, impact of conflict, and conflict resolution styles (Rahim, 2002). However, amongst conflict management scientists (Francis, 2003; Pondy, 1967) it is ‘common sense’ that the best way to manage conflict is a situational and contextualized approach (Rahim, 2001). This approach, which considers cross-cultural contexts, has replaced the striving for ‘one best approach’ to managing conflict (Rahim, 2002: 217). However, it is assumed that cooperation is one of the most useful key concepts in reducing organizational conflict in a globalized context (Blake and Mouton, 1986). International Journal of Cross Cultural Management 12(1) 3–8 a The Author(s) 2012 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1470595811413104 ccm.sagepub.com CCM International Journal of Cross Cultural Management

THE EXPERIENCES OF ADOLESCENTS ORPHANED BY HIV/AIDS-RELATED CONDITIONS

The work environment of social workers in South Africa is riddled with new and complex social problems, often draining the available resources (Giese, Meintjes, Croke & Chamberlain, 2003:7). Personnel in rural areas are confronted with huge numbers of orphaned children in need of urgent statutory intervention, mostly because of the economic burden brought about by their “orphan” status. Very little time can be spent on the socio-emotional care of these children, as the emphasis largely falls on the provision of basic needs, such as grants, school uniforms and food.