PROGRAMME HANDBOOK: JANUARY 2016 INTAKE ASSIGNMENT 2: HUMAN RESOURCES DEVELOPMENT Read the case study below and answer the questions that follow. National HRD in Finland, Russia, and South Africa Finland HRD practice in Finland is diverse as it is primarily the responsibility of the employer with some steering from government through legislation and government-led initiatives such as the Finnish Workplace Development Programme. The labour market in Finland is characterised by high levels of education. Since the mid-1990s adult education and training has become an increasingly important feature of national policy and is available in over 1000 institutions although the majority of adult learning takes place within organisations in the form of training provision or workplace learning. For young people who decide upon a vocational route after comprehensive school there are a wide range of training options to choose from: there are 75 initial vocational qualifications. This type of training is offered by education institutions and as apprenticeship schemes. Training is a mix of theoretical studies and practical sessions plus on-the-job training in actual workplaces. Higher education is studied at universities or polytechnics with the latter having a vocational orientation. Finland has been able to realise the benefits of a knowledge-based economy achieving excellent levels of productivity, innovation, and competitiveness. National VET has been heavily influenced by the EU commitment to the development of a learning society and competence -based training, particular in the public sector. SMEs in Finland demonstrate high levels of innovation which reflect the country's prioritisation of investing in research and development. This has also been reflected in the past in HRD practice in Finnish organisations which has been regarded as being quite innovative; drawing upon a wide range of HRD interventions including the implementation of new types of training course, the facilitation of workplace learning and the utilisation of organisational intranets. Russia Today Russia is no longer characterised by Soviet-era practices or a labour market that is under the direct control of central government. Instead, Russian enterprises are being forced to improve their ability to recruit and retain human capital. Since the early 1990s there has been a significant reduction in state-sponsored vocational training and a consequent increase in opportunities for private training and education companies, along with the setting up of their own training and development facilities by subsidiaries of foreign companies. The once world class higher education sector is now run down but still produces every year over 200000 science and technology graduates (there are some 3500 universities and research institutes in the country). However, access to a good education can often depend on parental connections and corruption is rife. South Africa The situation in South Africa has been deeply influenced by recent political, social, and economic developments and the legacy of apartheid. A significant proportion of the population is unemployed and has low skill levels. The country is also experiencing skills shortages at the high and intermediate levels. National government is committed to developing the country's human capital and has used legislation to promote vocational education and training. In 1995 the South African Qualifications Act was introduced with the aim of promoting national standards for training through transferrable qualification and the accreditation of prior learning. In 1998 the Skills Development Act was an attempt to make employers treat training more seriously and included the introduction of a training levy and a requirement that firms produce and submit an organisational skills development plan. Since the ending of apartheid the government has introduced measures to address racial imbalances in education, high levels of unemployment, and skills shortages in science and technology Source: (Mankin, 2009) MANCOSA: MBA (GENERAL) STAGE 1 PROGRAMME HANDBOOK: JANUARY 2016 INTAKE 53 QUESTION 1 (50) Individuals and organisations are entering an era where adapting to a developing learning society and a knowledge economy forge the way for many organisations. In the case above, Finland has realised the benefits of a knowledge-based economy. Bearing this in mind: 1.1 Critically discuss how effective HRD practices and an effective HRD strategy in the workplace can provide the levers of control for the future of a growing knowledge-economy in countries like South Africa, Russia and the country in which you reside. (30) 1.2 Discuss the impact of linking HRD to the key strategic drivers of an organisation's macro- and micro-environment in order to deliver the advantageous returns of HRD. (20) QUESTION 2 (50) In the case of South Africa, which is a developing African country, skills development legislation has fundamentally changed the face of education and training. In light of this statement: 2.1 Critically discuss the reconceptualisation and repositioning of HRD as a strategic partner in the context of South Africa as a developing African country. (In your answer include a discussion on the significance of the Skills Development Act and the Skills Development Strategy) (25) 2.2 Considering the recent trends and developments in the field of HRD both nationally and internationally, as evidenced in the case study above, critically argue whether it would be justifiable to gain commitment towards developing a country's human capital, by making it a legal obligation for all employers to increase competency levels in the workforce, as in the case of South Africa. (25) Assignment Guidelines Word limit: Approximately 5000 words Your assignment should include a Table of Contents page. Text: Font: Arial or Times New Roman (12), Spacing: 1.5 lines All text must be justified at each margin. The length of your answers to each question should be in line with the mark allocation. Your answers must include any theories, charts, tables or exhibits necessary to support your analysis and recommendations. Additional research should be consulted, when answering the assignment questions. Ensure that the readings are not merely reproduced in the assignment without original critical comments and views. Cohesive and logical arguments reflecting original thinking is encouraged. You MUST use theory/literature to support your discussion/observation and opinions. Do not merely extract information from the Case Study. References - At least 8 sources of reference (textbooks, journals, press reports, internet, etc.) must be included in your bibliography. Information quoted/paraphrased from sources listed in your bibliography must be referenced intext. The Harvard system of referencing must be used. Students will be penalised up to 10% for poor referencing. It is imperative that students proof read and edit their assignments prior to submitting them. Assignments must be free from errors and of a professional standard. Human Resource Development MBA Assignment Guidelines Jan 2016 General Guidelines: The purpose of this assessment is to develop critical thinking about the strengths, weaknesses and practicality of a set of ideas in HRD literature and justified appropriately. Your assignment should communicate the following: The most significant contributions of a theorist or idea relevant to the topic The strengths and limitations of the idea/theorist in terms of How useful is it? When and where might it be suitable and when not? How it might be applied to a particular workplace performance issue? What are some issues that might need consideration in applying it to the workplace/country Examine your own assumptions, substantiate your claims and synthesise your argument Your response for each question should focus on the key areas listed below, but is not limited to the following areas in terms of theory and its practical application. It is up to you to incorporate other key areas and to think holistically and strategically. Application of theory is vital Question 1 Essential reading - Chapter 3 and Chapter 1 of Meyer et.al 1.1 HRD strategy, knowledge economy and knowledge management and its link to HRD practices Knowledge creation and developing human and social capital to facilitate continuous learning Discussion on how to leverage organisational knowledge in South Africa and Russia or any other country in which you might reside other than these 1.2 Strategic management of HRD with regards to the micro environment and macro environment Question 2 Essential reading - Chapter 1, 2 and 3 of Meyer et.al 2.1 What HRD practitioners must do in order to transition to being a strategic partner Discussion and application of the Skills Development Act in repositioning HRD as a strategic partner Implications of the Skills Development strategy on HRD practices in organisations Consider local and international trends in HRD and its implication in providing a competitive advantage in the 2.2 global world Contribution and impact of the Skills Development Act and introduction of a training levy as well as other legislation in to promote education and training and develop a country's human capital Human Resource Development MBA Assignment Guidelines Jan 2016 General Guidelines: The purpose of this assessment is to develop critical thinking about the strengths, weaknesses and practicality of a set of ideas in HRD literature and justified appropriately. Your assignment should communicate the following: The most significant contributions of a theorist or idea relevant to the topic The strengths and limitations of the idea/theorist in terms of How useful is it? When and where might it be suitable and when not? How it might be applied to a particular workplace performance issue? What are some issues that might need consideration in applying it to the workplace/country Examine your own assumptions, substantiate your claims and synthesise your argument Your response for each question should focus on the key areas listed below, but is not limited to the following areas in terms of theory and its practical application. It is up to you to incorporate other key areas and to think holistically and strategically. Application of theory is vital Question 1 Essential reading - Chapter 3 and Chapter 1 of Meyer et.al 1.1 HRD strategy, knowledge economy and knowledge management and its link to HRD practices Knowledge creation and developing human and social capital to facilitate continuous learning Discussion on how to leverage organisational knowledge in South Africa and Russia or any other country in which you might reside other than these 1.2 Strategic management of HRD with regards to the micro environment and macro environment Question 2 Essential reading - Chapter 1, 2 and 3 of Meyer et.al 2.1 What HRD practitioners must do in order to transition to being a strategic partner Discussion and application of the Skills Development Act in repositioning HRD as a strategic partner Implications of the Skills Development strategy on HRD practices in organisations Consider local and international trends in HRD and its implication in providing a competitive advantage in the 2.2 global world Contribution and impact of the Skills Development Act and introduction of a training levy as well as other legislation in to promote education and training and develop a country's human capital HUMAN RESOURCE DEVELOPMENT STUDY GUIDE Copyright 2016 MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved; no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher. Please report all errors and omissions to the following email address: smodulefeedback@mancosa.co.za MBA - Human Resource Development Table of Contents PART 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT CHAPTER 1: A STRATEGIC APPROACH TO HUMAN RESOURCE MANAGEMENT...........................4 CHAPTER 2: HUMAN RESOURCE PLANNING, RECRUITMENT, SELECTION, INDUCTION AND TRAINING ...............................................................................................................................................17 CHAPTER 3: PERFORMANCE MANAGEMENT ...................................................................................32 CHAPTER 4: COMPENSATION .............................................................................................................39 CHAPTER 5: EMPLOYEE RELATIONS AND LEGISLATION ................................................................47 CHAPTER 6: HR RISK MANAGEMENT .................................................................................................57 PART 2: INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT CHAPTER 7: INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT (HRD)..............................67 CHAPTER 8: A STRATEGIC APPROACH TO HUMAN RESOURCE DEVELOPMENT (HRD) ............72 CHAPTER 9: TALENT MANAGEMENT STRATEGY .............................................................................79 CHAPTER 10: THE LEARNING ORGANISATION .................................................................................85 CHAPTER 11: ORGANISATIONAL DEVELOPMENT (OD) ...................................................................92 CHAPTER 12: HUMAN RESOURCE TECHNOLOGY .........................................................................103 CHAPTER 13: HUMAN RESOURCE MEASUREMENT ......................................................................110 BIBLIOGRAPHY ...................................................................................................................................120 APPENDIX A: CASE STUDY 1: PART 1 - HRM RECRUITMENT - A SPECIALIST RECRUITER'S PERSPECTIVE.....................................................125 APPENDIX B: CASE STUDY 2: PART 2 - HRD INA BEARING COMPANY ...................................................................................................................129 MANCOSA - MBA i MBA - Human Resource Development ! INTRODUCTION TO THE HUMAN RESOURCE DEVELOPMENT STUDY GUIDE 1. Introduction Welcome to the module on Human Resource Development which is a part of the MBA programme. 2. Structure of this Study Guide This Study Guide is structured as follows: Introduction to Human Resource Development Study Guide Provides an overview of the Human Resource Development Study Guide and how to use it. 1. Chapter 1: A strategic approach to human resource management 2. Chapter 2: Human resource planning, recruitment, This Part of the Study Guide details selection, induction and training what you are required to learn. Chapter 3: Performance management Each part details: Chapter 4: Compensation Specific learning outcomes Chapter 5: Employee relations and legislation Essential reading (textbooks and journal articles) Chapter 6: Hr risk management An overview of relevant theory Chapter 7: Introduction to human resource development Questions for reflection Chapter 8: A Strategic Approach to human resource development (HRD) 3. 4. 5. 6. 7. 8. 9. Chapter 9: Talent management strategy 10. Chapter 10: The learning organisation Appendix A: Assignment Appendix B: Case Study 1 Appendix C: Case Study 2 3. Structure of Each Part Each part is structured as follows: Essential (Prescribed) Reading Brief Overview of Relevant Theory 1 Specific Learning Outcomes Questions for Reflection MANCOSA - MBA MBA - Human Resource Development ! 3.1 Specific Learning Outcomes These are listed at the beginning of each part. These detail the specific outcomes that you will be able to competently demonstrate on successful completion of the learning that each particular section requires. 3.2 Essential (Prescribed) Reading Your essential (prescribed) reading comprises the following: International Textbook This textbook will provide you with a strategic understanding of Human Resource Management (HRM) and introduce you to Human Resource Development (HRD). Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2015) Human Resource Management: Gaining a Competitive Advantage 9th Ed. McGraw-Hill South African Textbook This textbook will provide you with an understanding of Human Resource Management and Development within the South African context. Nel, P.S., Werner, A., Botha, C., du Plessis, A., Mey, M., Ngalo, O., Poisat, P., van Hoek, L. (2014) Human Resource Management. 9th Edition. Cape Town: Oxford University Press Southern Africa Meyer, M. (2012) Managing Human Resource Development. A Strategic Learning Approach. 4th edition. Durban: LexisNexis. Journal Articles Journal articles have been prescribed for each part. They are available from the EBSCO, Emerald and Sabinet databases that are accessible through the http://mymancosa.com website. These journal articles will provide you with an understanding of HRM and HRD. It is imperative that you acquire and read these journal articles, as they form a key part of the curriculum. 3.3 Brief Overview of Relevant Theory Each part contains a very brief overview of theory relevant to the particular HRM or HRD topic. Once you have read the overview, you need to explore the relevant topic further by reading the prescribed textbooks and journal articles listed under \"Essential Reading\" for each part. MANCOSA - MBA 2 MBA - Human Resource Development ! 3.4 Questions for Reflection At the end of every part there are questions for reflection. You need to attempt these on completion of your study of the entire part. The questions are designed to enable you to reflect on what you have learnt, and consider how, what you have learnt should be applied in practice. Case Studies Case studies form an integral part of developing competence in HRM and HRD. Two case studies, based on companies operating in the HRM and HRD environment are included in Appendix A and Appendix B of this study guide 4. Electronic Learning Resources Additional electronic learning resources are available to supplement your learning. These are detailed in the document \"Electronic Learning Resources\". These resources seek to build on, and expand, the learning that is facilitated in this Study Guide. They include video podcasts, individual activities, as well as additional recommended reading and Think points. 3 MANCOSA - MBA MBA - Human Resource Development ! PART 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT CHAPTER 1: A STRATEGIC APPROACH TO HUMAN RESOURCE MANAGEMENT Specific Learning Outcomes The overall outcome for this part is that, on its completion, the learner should be able to demonstrate a broad understanding of the field of Human Resource Management (HRM). This overall outcome will be achieved through the learner's mastery of the following specific outcomes, in that the learner will be able to: 1. Critically discuss the transformation of human resource management. 2. Understand the strategic-partner role of HR professionals. 3. Identify and critically discuss the current trends and challenges in the field of human resource management. 4. Explain the importance of integrating an organisation's human resource management strategy with the overall business strategy. 5. Discuss the strategic management phases of strategy formulation, strategy implementation and strategy evaluation and control. 6. Critically discuss the function and role of human resource management within the strategic management process. 7. Understand the various HR practices and its integration into the overall human resource function of the organisation. MANCOSA - MBA 4 MBA - Human Resource Development ! ESSENTIAL READING Learners are required to read ALL of the relevant textbook parts and journal articles listed below. Textbooks: Nel, P.S., Werner, A., Botha, C., du Plessis, A., Mey, M., Ngalo, O., Poisat, P., van Hoek, L. (2014) Human Resource Management. 9th Edition. Cape Town: Oxford University Press Southern Africa. Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2015) Human Resource Management: Gaining a Competitive Advantage 9th Ed. McGraw-Hill. Journal Articles & Reports Bourne, A. and Haddon, D. (2010) "An evidence-based approach to developing HR strategy: transformation in Royal Mail". Strategic HR Review, Vol. 9, No.1, pp.10 - 16 Jana, F. and Jan, R. (2015) \"Get strategic Human resource Management Really Strategic: Strategic HRM In Practice.\" International Journal of Management Cases. 17 (4) pp148-155 (available from Ebsco). Kramer, R. (2014) \"Beyond Strategic human resource management:is sustainable human resource management the next approach?\" International Journal of Human Resource Management. 25(8) pp1069-1089 (available from Ebsco). Marler, J.H. (2012) \"Strategic Human Resource Management in Context: A Historical and Global Perspective.\" Academy of Management Perspectives. 26(2) pp6-11 (available from ebsco). Othman, A.E.A (2009) \"Strategic Integration of Human Resource Management Practices: Perspectives of Two Major Japanese Electrical and Electronics Companies in Malaysia.\" Cross Cultural Management: An International Journal. 16 (2), pp 197 - 214. (available from Emerald). Ulrich, D., Brockbank, W. & Johnson, D. (2009) \"The Role of Strategy Architect in the Strategic HR Organisation.\" People & Strategy. 32 (1), pp 24 - 31. (available from EBSCO). 5 MANCOSA - MBA MBA - Human Resource Development ! 1.1 Introduction The role human resource management (HRM) plays within organisations has changed dramatically. Having excluded HRM from participating actively in business decisions for most of its existence, organisations now require HRM to play an active role in the fight to be successful and remain competitive. HR professionals must play a number of new roles to be successful, one being the strategic-partner role which involves linking the HRM practices, systems, policies with the strategic initiatives of the company. This process is known as strategic human resource management. Despite the benefits that can be derived from this process, the strategic use of human resources within companies frequently remains an after thought (Grobler et.al., 2014). Given the fact that HRM goes beyond the administrative tasks of personnel management and encompasses a broad vision of how management would like the people resources to contribute to the success of the organisation, the adoption of a professionally accepted HRM standard for South Africa, according to the SABPP (2013), can help all South African organisations move up the change curve more rapidly. They believe that a set of clear, formal standards for HR will set the minimum requirement for what is considered good HR management practice in any organisation. The project is being managed by the South African Board for People Practices (SABPP), which is the HR professional and quality assurance body of South Africa. The purpose of the national HR standards development initiative, therefore, is to formulate a consistent set of HR Standards for South Africa, including HR metrics to measure the bottom-line impact of HR on business. While still recognising unique operating contexts, industry and company differences, national standards will create a consistent framework for high quality HR work practised by true professionals throughout the country. All participating HR Directors, their companies and professional bodies will be acknowledged as the pioneers in setting HR standards for South Africa (SABPP). 1.2 Overview of Strategic Human Resource Management Strategic human resource management can be thought of as \"the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals.\" (Noe et.al., 2015). MANCOSA - MBA 6 MBA - Human Resource Development ! Figure 1.1 provides an overview of the strategic management process, and how HRM should be aligned with this process. The(Strategic(Management(Process( Strategy(Formulation( Strategy(Implementation( HR(Practices( External( Analysis( Recruitment(&(Selection( Training(&(Development( Performance(Management( Compensation(&(Incentives( Employee(Relations( ( Opportunities( Threats( ( Mission( Goals( Strategic( Choice( Human( Resource( Needs( Firm( Performance( Human( Resource( Capability( Internal( Analysis( Strengths( Weaknesses( Skills( Abilities( Knowledge( Human( Resource( Actions( Behaviours( Results( Strategy(( Evaluation( Emergent(Strategies( Figure 1.1: The Strategic Management Process (adapted from Noe et al, 2015) As an organisation grows, and maintaining effective and efficient management practices become more complex the need for regarding HRM as a strategic imperative is realised. This new strategic accountability implies that HRM must be able to provide evidence that it contributes to the mission and goals of the organisation, and ultimately 'the bottom line'. Strategic human resource management (SHRM) is the development of a consistent, aligned collection of practices, programmes and policies to facilitate the achievement of the organisation's strategic objectives. SHRM includes all people management activities and it is crucial to ensure that it is aligned to and supports the overall organisational strategy. This will result in ensuring that the function of managing people is a priority and that all HR policies, activities and programmes are in line with the organisational strategy (Nel and Werner; 2014). It is critical that SHRM is aligned with the organisational strategic plan in order to improve organisational competitiveness. 7 MANCOSA - MBA MBA - Human Resource Development ! Case study - Example The Saatchi & Saatchi case Saatchi & Saatchi was one of the most famous businesses in the global advertising industry for over thirty years, but rapid expansion in the 1980s saw the company face disaster. The 1980s boom experienced by the agency was quickly followed by a bust that exposed the gaping debts at the agency, hitting the company's share price hard. This resulted in the organisation's founders - the Saatchi brothers - being sacked by the board, and, after several failed chief executive appointments, Kevin Roberts was brought in to lead the organisation in 1997. The 'strategic problem(s)' Roberts faced was essentially one of firm viability. Although advised to make wholesale redundancies in order to reduce headcount costs, he refused to do so, instead he focused on restoring firm viability through a strategic orientation of Saatchi & Saatchi as an 'ideas company'. This involved moving away from its status as an 'advertising agency' to a company that transformed its clients' business model, brands and reputation through the use of an ideas brief and brand navigation rather than relying upon a simple advertising campaign. The shift was demonstrated in the new ways Saatchi pitched for business. Instead of traditional pitches focusing on advertising campaigns, it broadened its focus to include the client's business strategy. The decision to reorient the company as an ideas company was not an original one, since the possibilities of developing this strategy were being generally mooted within the industry at the time when Saatchi & Saatchi was facing problems. However, the organisation was able to gain first-mover advantage through being the first to use it so extensively as a form of strategic leverage. This was critical in order for it to retain its status as a roster agency for global clients such as Proctor and Gamble, General Mills and Toyota. However, whilst it could be stated that viability was largely secured through this strategic change, it could also be argued that it also rested upon the ability of the existing staff to enact it. The Saatchi example, therefore, shows that an important relationship existed between strategy and staff competencies; whilst there is an important need to identify the 'right' strategy that will leverage the organisation against its competitors, this will be dependent upon the existence, maintenance, or acquisition (at the right price and right number) of staff capable of enacting it. In this case, Saatchi staff were not being asked to do something they could not do. Source : (Grobler et.al, 2014) MANCOSA - MBA 8 MBA - Human Resource Development ! 1.2.1 Formulating HR management strategy This process involves deciding on an appropriate strategic direction by defining a company's mission and goals, its external opportunities, threats, and its internal weaknesses and strengths for the management of HR within the context of the organisation's environment. Strategic choices must be made preferably within the context of environmental constraints. An organisation's success is dependent upon its ability to match or fit the variability of the environment in which it operates. There must be a fit between the organisation and its environment for any particular organisation's strategy to work. This entails a focus that includes: A scanning of the environment to create the necessary fit. Considering the organisation's mission in terms of its HRM approach. Deciding on an appropriate HRM strategy. Establishment of a HRM business plan. This focus is essential because the HRM strategy and the HRM business plan must fit into a particular organisation's strategy. In other words, the HRM business plan's purpose should be basically to operationalise or bring about the concept of fit between general business strategy and the HRM strategy (Nel and Werner, 2014). It is of utmost importance that all people-related business issues be considered during strategy formulation. These issues are identified in the HRM function. Mechanisms or structures for integrating the HRM function into strategy formulation may help the strategic planning team make the most effective strategic choice. Once that strategic choice is determined, HRM must take an active role in implementing it (Noe et. al., 2015). 1.2.2 Strategy Implementation After an organisation has chosen its strategy, it has to execute that strategy (Noe et.al., 2015). In other words, at this stage the organisation has to operationalise options and choices made in the planning process (Nel and Werner, 2015). The basic premise behind strategy implementation is that \"an organisation has a variety of structural forms and organisational processes to choose from when implementing a given strategy\" and these choices make an economic difference (Noe et.al., 2015). The role of the HR function thus becomes one of ensuring that the organisation has the proper amount of employees with the right KSA's required by the strategic plan, and also the developing control 9 MANCOSA - MBA MBA - Human Resource Development ! systems that ensure those employees are acting in ways that promote the achievement of the goals specified and agreed upon in the strategic plan (Nel and Werner, 2015). 1.2.3 Strategy Evaluation and Control Thus far we have focused on the planning and implementation of strategy. Evaluation and Control could be regarded as the last component in the strategic management process. An effective and successful organisation will constantly monitor the effectiveness of both the strategy and the implementation processes. This monitoring makes it possible for the company to identify problem areas and either revise existing structures and strategies, or devise new ones (Nel and Werner, 2014). Have You Completed the 'Essential Reading' for this Part? Now that you have been introduced to this part, source and work through the textbook parts and journal articles listed in the \"Essential Reading\" list at the beginning of this part. It is essential that you read all of the textbook parts and journal articles listed. QUESTIONS FOR REFLECTION After completing your study of this part 'reflect on the following questions. (To adequately address these questions you will need to have completed all the 'essential reading' listed at the beginning of this part.) Read the case study below taken from Milmore et.al. (2007) and answer the questions that follow: HALCROW Halcrow Group Limited is a multidisciplinary consultancy group specialising in the provision of planning, design, and management services for infrastructure development throughout the world. Within this the Group's main interests are transportation, water, property and consulting. Although Halcrow has a background in civil engineering and associated specialisms, in recent years the group has extended its range of disciplines to cover architecture, project management, environmental science, transport planning and other non-engineering but related skills. Unlike many organisations, Halcrow does not have a mission statement, arguing that their 'purpose to sustain and improve the quality of people's lives' describes their approach better. This purpose is underpinned by a series of values which outline those things that are important to the Group: 'Skills and innovation; Enjoying what we do; Delivering within time and budget', codes of business behaviour and business principles. MANCOSA - MBA 10 MBA - Human Resource Development ! Halcrow's first projects outside the UK, were undertaken in the 1980s, such work now accounting for nearly 40 per cent of an annual turnover in excess of 200 million with the Group currently undertaking projects in over 70 countries. Recent projects in which Halcrow have been involved include the Channel Tunnel Rail Link, road construction near the Stonehenge World Heritage Site, the International Congress Centre in Rome, Kuala Lumpur International Airport, new and refurbished stands for Chelsea Football Club, coordination of wetland conservation and river basin management for the Danube and its tributaries and managing pollution risk from the animal mass burial sites arising from the UK's 2001 foot and mouth disease outbreak. Halcrow was founded in 1868 by Thomas Meik, the company becoming Sir William Halcrow & Partners in 1941. In 1985 a private limited company bearing the same name was formed, the most recent change being in 1998, when the various Halcrow Group Limited. The Halcrow Trust owns 90 per cent by its employees. Halcrow has grown extensively over the past decade and now operates through a network of 29 UK and 32 international offices. As part of this growth, the number of employees has increased from 1700 to nearly 5000 worldwide. Approximately 80 percent of Halcrow's employees are classified by the Group as professional and technical (P&T) staff who have a minimum of an undergraduate degree in engineering or a related subject. The majority are engineers who are also members of a relevant professional institution or are undergoing training to gain membership. The remaining 20 per cent of employees, including those in human resources, are classified by Halcrow as non-P&T and provide corporate support services. Halcrow Group's strategy As a result of restructuring to meet the future needs of the business environment, Halcrow's operations were brought together in 2001 as four main business groups: Consulting, Property, Transport and Water. These operate as a matrix structure across the Group's eight geographical regions, this structure facilitating appropriate employees or teams to be brought together for specific projects throughout the world. Each of the four business groups is led by a management team comprising five people including a Group board director or managing director. Within each business group, P&T staff are assigned to technical skills groups the leader of whom is responsible for their training and career development. Employees are also assigned to an office in one of the regions. These vary in size from less than ten to more than 500 employees. The business groups and regional offices are supported by Corporate Support Services, comprising all the corporate and business support functions, including human resources, and located predominantly within the UK. At the time of writing the human resource function had 31 employees divided between three teams: Personnel (22), Pensions (3) and Training (6) with a director at the executive level. 11 MANCOSA - MBA MBA - Human Resource Development ! In 2004, Halcrow launched its change programme, 'Act now', which was designed to help the Group 'to continue to develop in a dynamic and sustainable way'. The focus of 'Act now' was to align employees' behaviours and approaches to Halcrow's purpose, values, codes of behaviour and business principles thereby improving individual, team and overall business performance. This was summarised in Act Now: Your pocket Guide to Halcrow's Change Programme as: To take Halcrow's existing personality, strengthen all those things that are good about it, for example, our... Technical competence Dependability Friendliness Reputation for being a safe pair of hands Commitment Pride in one's profession ...and give it some added extras Passion Dynamism Fleetness of foot Better listening skills Excitement Innovation Confidence (with a clear sense of self) Being more celebratory Consistent delivery to expectation Greater commercial edge Being performance driven This change programme is intended to be continuous rather than having a specific end date. It emphasises the need for flexibility and the sharing of good practices and learning throughout the Group, the centrality of employees to achieving this, and the need to monitor and evaluate. SHRM at Halcrow The 'Act now' change programme is central to everything that Halcrow planned to do in relation to the HRM strategy. The overriding concern is to change the organisation's culture. It is often said that the group is full of people who are professional engineers and who take pride in a job well done. MANCOSA - MBA 12 MBA - Human Resource Development ! In essence, technical excellence takes precedence over commercial success. By the very nature of their training, Halcrow people tend to be concerned with 'detail' rather than seeing the bigger picture. This has served the Group well. But a recent client satisfaction survey commissioned by the Group did not show Halcrow in a uniformly glowing light. It reported that Halcrow emerged as technically excellent and a 'safe pair of hands' but that clients were looking for much more than technical competence and a track record. They wanted business partners whose behaviours were aligned to their own needs. In addition the Group was also seen as rather 'grey'. The challenge for Halcrow is to retain the reputation for technical excellence and reliability while becoming increasingly commercially aware, flexible and, above all, more responsive to customer needs. Halcrow has designed several key HRM initiatives to support the change programme. These are: The development of core competences. This is seen as important because Halcrow employees have traditionally emphasised the importance of professional qualifications above all else. The development of a core competence programme is designed to move the emphasis from what people know to what they can do. The introduction of 360-degree appraisal. It is envisaged that this will make a significant contribution to the 'Act now' culture change initiative. The Group's culture has always tended to reinforce the importance of hierarchy in that employees have been very conscious of their position in the organisation. In addition, there had been something of an 'ignore deflect culture' in which people sought to evade responsibility for mistakes rather than being open enough to learn from them. By opening up the system of employee appraisal to people above and below the individual being appraised and by seeking the views of significant other stakeholders, particularly customers, Halcrow management believe that a far greater degree of openness will be developed. The instigation of a profit share bonus scheme. This is particularly designed to create in employees a greater awareness of the Group's profit performance. In the view of senior Halcrow management, this has the potential to make a major contribution to fostering in Halcrow employees more commercially aware values. In view of the fact that senior management have set clear targets for increases in Halcrow's profit performance, greater knowledge of the Group's profitability is seen as an effective way of focusing the minds of employees on profit performance. 13 MANCOSA - MBA MBA - Human Resource Development ! The development of 'ideas labs'. This is an important part of the Halcrow management of innovation programme which is designed to promote innovative thinking and enable commercially valuable ideas to be implemented. It is designed to: - Add value to the business; - Encourage cross-fertilisation between disciplines; and - Give staff ownership of the ideas put forward. Overall, the key change issue that is driving SHRM, is the need for Halcrow to be more responsive in the light of a more competitive industry. Therefore, the principle aim of the new HR initiatives is to generate more competitive employee behaviours which, in turn, is envisaged will generate better allround employee business performance. There are other critical issues facing HR at Halcrow. An important one of these is a consequence of customer feedback. Increasingly this shows that customers are taking technical excellence for granted when making decisions about which consultancy group to employ. In view of Halcrow's reputation for technical excellence among customers, this is bad news for the Group. As the HR director explained the world has moved on. Clients are now more demanding and want more all the time. Among the most demanding clients are the public sector. In the UK, Halcrow management feel that the UK government's Private Finance Initiative (PFI) has contributed to change in the industry. (The PFI is a mechanism developed by the government to raise money to pay for new buildings and services. Under PFI schemes a public authority buys the services of private-sector companies to design, build, finance, and operate a public facility, such as a hospital. The private-sector companies borrow the money for the scheme and then the government pays an annual fee to the companies under a long-term operating contract for the services). Three examples of the more demanding nature of clients are evident, each of which demands an HR response. The first is clients asking for an assurance that the staff commencing work on a project will stay with the Group for the duration of the project. This is a key issue in an industry where the reputation of the consultancy is such that, in effect, the staff appointed to a project can be more important factor in the client's decision to engage a particular consultancy than the consultancy group itself. The implications for HR are twofold. First, it must assure both external and internal clients that succession planning is in place. In the past this was not an HR strength at Halcrow or other similar consultancies, but is an issue that is now receiving more attention. MANCOSA - MBA 14 MBA - Human Resource Development ! The second implication is the problem of retention. There is a shortage of high-quality consultants throughout the construction and engineering sectors and competition for consultants is high. Like the sector in general, staff turnover is high at Halcrow. This is an issue that senior management know must be addressed. The problem is exacerbated by the declining number of construction-related graduates in the UK, the number of students studying relevant courses in the UK dropping by 10 per cent in the late 1990s. The second example of the more demanding nature of clients is the requirements that companies state their policy and practice on employee diversity and equal opportunities. Again, this presents a problem for companies in this sector, like Halcrow, which has been traditionally male dominated and has, until recently, employed considerable numbers of expatriates in its overseas operations. In the UK construction industry as a whole, the proportion of women employed is less than 9 per cent. The third example of client demands is the requirement that companies offer assurances over corporate governance. In the light of corporate scandals such as Enron and Parmalat, this is understandable. The HR response to this is to ensure that global training of key staff to ensure compliance with industry standards take place. In addition, organisational structure issues, such as the revision of reporting relationships to ensure greater transparency, are receiving attention. The level of staff turnover at Halcrow and decline in the number of graduates entering the constructionrelated industry has shaped another HR priority for the Group. This is to define more clearly a people statement that states more precisely what is meant by 'employer of choice'. In particular, Halcrow is concerned about losing high-quality graduates to the financial sector, both at the time of graduation and after they have worked with the Group for a short period. High-quality graduates can earn more money in financial services. In addition, younger graduates are more concerned with the work-life balance issues and their own staff development than were their predecessors. A measure of the significance of this issue to Halcrow is the large number of graduates employed each year, this being 133 in 2003. There is also worry over an ageing workforce in the construction industry in general. It is felt by the HR director that employees and employee issues at Halcrow need to be higher on the list of Group priorities. Staff turnover is now a key performance indicator for the HR director. In her view 'it is no good imposing things upon people at Halcrow - the Group need to win hearts and minds.' This is typical of companies employing a high proportion of professional staff who tend to define, and act upon, their own standards of professional behaviour. 15 MANCOSA - MBA MBA - Human Resource Development ! QUESTIONS FOR REFLECTION 1. Making reference to the case study provide a brief overview of Halcrow Group's strategy. 2. The HR function at Halcrow has been largely administrative rather than strategic, a situation that is now changing because of the HR challenges that Halcrow faces. Discuss how managing human resources strategically will provide a competitive advantage to Halcrow. 3. Evaluate the contribution of Halcrow's 'Act now' change programme in contributing to the emerging HR strategy. 4. Consider the organisation for which you work; 4.1 Does the HR function fulfil the role of a strategic-partner 4.2 Which of the HR practices implemented within your organisation are consistent with the business strategy? Which HR practices are inconsistent with the business strategy? 4.3 Make recommendations to the HR director for the improvement of your organisation's approach to SHRM MANCOSA - MBA 16 MBA - Human Resource Development ! CHAPTER 2: HUMAN RESOURCE PLANNING, RECRUITMENT, SELECTION, INDUCTION AND TRAINING Specific Learning Outcomes The overall outcome for this part is that, on its completion, the learner should be able to demonstrate a broad understanding of the field of HRM and HRD. This overall outcome will be achieved through the learner's mastery of the following specific outcomes, in that the learner will be able to: 1. Critically discuss the alignment of human resource planning with an organisation's strategy. 2. Discuss the workforce planning focus areas. 3. Assist an HR practitioner to carry out the steps in the workforce planning process. 4. Identify, compile and apply various recruitment policies an organisation may adopt. 5. Decide whether internal or external recruitment sources and methods would be preferable for an organisation. 6. Critically discuss and effectively apply the steps in the selection process within an organisation. 7. Distinguish between induction, orientation, and socialisation. 8. Describe the stages of induction and its application within an organisation. 9. Understand the importance of the follow-up and evaluation of the induction programme. 10. Distinguish between the concepts of training and development. 11. Justify and explain the purpose of training needs analysis. 12. Indicate and apply the key steps in a generic model of the needs analysis process. 13. Discuss and apply the skills audit process within an organisation. 17 MANCOSA - MBA MBA - Human Resource Development ! ESSENTIAL READING Learners are required to read ALL of the textbook parts and journal articles listed below. Textbooks: Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2015) Human Resource Management: Gaining a Competitive Advantage 9th Ed. McGraw-Hill Nel, P.S., Werner, A., Botha, C., du Plessis, A., Mey, M., Ngalo, O., Poisat, P., van Hoek, L. (2014) Human Resource Management. 9th Edition. Cape Town: Oxford University Press Southern Africa. Meyer, M. (2012) Managing Human Resource Development. A strategic learning approach. 4th edition. Durban: Lexis Nexis Journal Articles & Reports Gubman, E. (2004) \"HR Strategy and Planning: From Birth to Business Results.\" Human Resource Planning. 27(1), pp13-23 (available from Ebsco). Macleer, B. and Shannon, J. (2003) \"Does HR Planning Improve Business Perofrmance.\" Industrial Management 45(1) (available from Ebsco). Bielski, L. (2007) \"Getting to \"yes\" with the right candidates.\" ABA Banking Journal 99 (3) pp 30-51 (available form Ebsco). Katz, L.M. (2015) \"Cool and Competent) HR Magazine. 60(2) pp 56-60 (available form ebsco). Faragher, J. (2015) \"How to find talent on a budget...without cutting corners.\" People Management. Pp 44-47(available form ebsco). Arachchige, B.J.H. (2014)\"Absence of Induction and its impact on the organisation.\" IUP Journal of Management Research. 13(2) pp7-16(available form ebsco). Shipley, F and Golden, P. (2013) \"How to analyse and address your organisation's learning needs.\" Training and Development\" 67(3) pp29-31(available form ebsco). MANCOSA - MBA 18 MBA - Human Resource Development ! 2.1 Introduction Human resource managers are at the forefront of the worldwide war for competitive advantage. Organisations need to find the best set of workers for meeting their strategic objectives, attract those workers to their companies, and then get them to stay long enough to obtain some return on their investment. Organisations have to strive to make sure that the decisions they make with respect to who gets accepted or rejected for jobs promote the best interests of the company and are fair to all parties involved. The purpose of this part is to examine factors that influence the supply and demand for labour, focus on what human resource managers can do in terms of planning and executing human resource policies, and familiarise you with the selection, induction and training process that give firms competitive advantage in a dynamic environment (Noe et.al , 2015). 2.2 Overview of HR or Workforce Planning Human Resource Planning or Workforce Planning is an organisational process that involves proactively planning ahead to ensure your company is staffed. Within the next decade organisations can expect to experience the following: An ageing workforce which will create an increasing need for talented employees with the skills and competencies needed A more diverse workforce Increased competition for highly skilled employees Technology playing an ever-increasing role in improving efficiency and productivity The attainment of HR is fast becoming a vital ingredient in strategic organisational success. It is imperative that companies develop processes, policies, procedures, and strategies to compete aggressively. Figure 2.1 shows that there is a clear link between HR strategies and organisational strategies. This integrative model presented below shows the flow of activities in executing workforce planning effectively by means of integrating recruitment of labour with the objectives of the organisation (Nel and Werner, 2014). 19 MANCOSA - MBA MBA - Human Resource Development ! Forecasting elements Recruiting Retention Leadership Re-deployment Employee development Intergrated Organisational Process i.e. HR and Organisational policies and procedures HR objectives Functional objectives Forecasted demand Future supply Talent surplus Talent pool Gaps Organisational goals Talent shortage Action plan to fill gaps - recruiting Figure 2.1 Workforce planning systems can be categorised into the following three basic focus areas: (Nel and Werner, 2014) 2.2.1 The talent demand and supply forecast Talent forecasting is a process for predicting changes in the demand for and the supply of talent. Forecasts are broken down into: Estimated increases or decreases in company growth, output and revenue Estimated changes in talent needs that result from organisational growth Projections of future vacancies (Nel and Werner, 2014). 2.2.2 Talent Projection and action plans It is important to plot a time series analysis projection using past information about the number of people employed by the organisation over time on a graph, so that HR trends and requirements can be forecast into the future. This technique is known as the trend projection. Talent action plans outline which specific actions all managers have to take in terms of talent management. These plans aim to attract, retain, redeploy and develop the talent a company needs in order to meet the forecasted quantity and quality of employees. (Nel and Werner, 2014). MANCOSA - MBA 20 MBA - Human Resource Development ! 2.2.3 The Integration Plan For a company to meet its forecasted staffing needs, action plans must be fully implemented. They must be integrated into every aspect of workforce management, including communication and the identification of potential supporters and resisters concerning an integrative model for recruitment (figure 2.1 ) (Nel and Werner, 2014). 2.3 Steps in the workforce planning process The following steps are involved in the workforce planning process: Forecasting labour demand Forecasting techniques Forecasting labour supply Implementation of the workforce plan(Nel and Werner, 2014) 2.4 The Human Resource Recruitment Process As discussed above, it is difficult to anticipate exactly how many (if any) new employees will have to be hired in a given year in a given job category. The role of human resource recruitment is to build a supply of potential new hires that the organisation can draw on if the need arises. Therefore, the primary purpose of human resource recruitment is identifying and attracting potential employees. It thus creates a buffer between planning and actual selection of new employees. (Noe et. al., 2015). 2.4.1 Recruitment Policies Recruitment policies reflect the organisation's general business strategy and describes how organisations recruit employees of the highest calibre in accordance with employment legislation, best practice and within available resources. A company's recruitment policy usually includes information on the following aspects: If relatives of existing employees may be hired If part-time, or any type of flexitime workers will be considered. 21 Whether internal or external recruitment will take place If people over retirement age may be employed. (Nel and Werner, 2014). MANCOSA - MBA MBA - Human Resource Development ! THINKPOINT Discuss the relative merits of internal vs external recruitment. What factors might lead an organisation to decide to switch from internal to external recruitment or vice versa. 2.5 Selection Having formulated the matching strategy and structures of the organisation the next logical step is staffing. This includes hiring different people, transferring people from other branches or even promotions. These people need to be selected to have the right person in the right job at the right time (Nel and Werner, 2014). Selection is therefore the process by which companies decide who will or will not be allowed into organisations (Noe et. al., 2015). The selection process is a series of steps through which applicants pass. These steps represent the 'tools', or methods of selection. The steps are mainly a number of eliminators, because as applicants drop out of the process at each step, the applicant pool becomes smaller (Nel and Werner, 2014). Recruiting process completed Initial screening Employment tests Reference checks Gather information about applicant Final selection by line managers Evaluate qualification of each applicant Medical checks Application blank Appointment Interview/s Placement on the job (induction begins) ! Figure 2.2 MANCOSA - MBA 22 MBA - Human Resource Development ! The selection decision must focus on competency-related issues if the selection process is to contribute to the organisation's success. Nel and Werner (2014) Case study - Example Kinaxis Chooses Sales Reps with Personality Kinaxis is a software company headquartered in Ottawa, Ontario, that sells to clients around the world. Its specialty is software for supply chain management - all the processes and relationships through which companies obtain supplies as needed and get their products to customers on time and at minimal cost. This is a sophisticated type of product, tailored to a company's specific needs. Therefore, Kinaxis depends on salespeople who understand how businesses work, who listen carefully to identify needs, and who provide excellent customer service to maintain long-term business relationships. Recently Bob Dolan, vice president for sales at Kinaxis, needed to hire a sales team to serve clients in North America. The company had just one salesperson serving the continent, and Dolan wanted to add four more. He received about 100 resumes and wanted to select from these. He started by reviewing the resumes against job requirements and selected 20 candidates for a first round of interviews. The interview process helped Dolan cut the list of candidates in half, so he needed another way to narrow his options. Dolan decided his next step would be personality testing. He hired a firm called Opus Productivity Solutions to administer a test called PDP ProScan to the remaining 10 candidates. In addition, Dolan himself took the test and had his current sales rep do the same. The existing salesperson was doing an excellent job, so the results of his test could help Dolan and Opus pinpoint the characteristics of someone likely to succeed in sales at Kinaxis. Based on analysis of all the results, Opus created a benchmark of traits associated with success in the job. Representatives, from Opus also discussed the test results with each candidate, giving each one a chance to disagree with the scores. No one did. Dolan observed that all the candidates scored high in assertiveness and extroversion, not surprising for people in sales. In addition, two of them scored above the benchmark in conformity and below the benchmark in dominance. Those results suggested to Dolan that these candidates might be so eager to please that they would be quick to give in to whatever customers requested - a pattern that could become costly for the company. Dolan eliminated those two candidates. That meant Dolan still had eight candidates to fill four positions. He asked each one to give him the names of major accounts he or she had signed up in the previous two years. Four candidates were able to come up with three or four large clients. 23 MANCOSA - MBA MBA - Human Resource Development ! Those were the candidates Dolan hired. Since then, Dolan says his experience with personality testing has only reinforced his belief that this selection method helps Kinaxis identify the best candidates. For example, one sales rep had scored low on \"pace\____________________________________________________________________ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ MASTER OF BUSINESS ADMINISTRATION GENERAL DEGREE ____________________________________________________________________ ____________________________________________________________________ JANUARY 2016 INTAKE ____________________________________________________________________ Copyright 2016 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher MANCOSA: MBA (GENERAL) STAGE 1 1 TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT 4 5 5 3. THE MANCOSA VISION 6 4. THE MANCOSA MISSION 6 5. MBA PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES 6.2.6 CANCELLATION OF REGISTRATION/FEE LIABILITY 6.2.7 MISCELLANEOUS COSTS 6.2.8 PAYMENTS 6.2.9 ACCOUNT DETAILS 6.2.10 FOREIGN PAYMENTS 6.3 ASSESSMENTS 6.3.1 METHOD OF ASSESSMENT 6.3.2 MARKING CRITERIA 6.4 STUDENT SUPPORT 6.4.1 STUDENT SUPPORT DEPARTMENT 6.4.2 REGIONAL OFFICES/REPRESENTATIVES 6.5 ACADEMIC SUPPORT 6.5.1 REGIONAL TUTOR SUPPORT (ACADEMIC FACULTY MEMBERS) 6.5.2 MODULE CO-ORDINATION AND EMAIL SUPPORT 6.5.3 LIBRARY SERVICES 6.5.4 MODULE GUIDES 6.5.5 WEBSITE/ONLINE LEARNING CENTRE 6.5.6 PRESCRIBED TEXTBOOKS 6.6 IT AND WEBSITE PROGRAMME HANDBOOK: JANUARY 2016 INTAKE 7 7 8 - 14 15 15 - 17 18 18 18 18 19 19 19 19 19 20 20 21 21 - 22 23 23 23 23 24 25 - 26 27 1 MANCOSA: MBA (GENERAL) STAGE 1 6.7 GENERAL 6.7.1 AWARD OF QUALIFICATION 6.7.2 GRADUATION 6.7.3 FREQUENTLY USED FORMS 7. 8. 9. 10. WORKSHOPS 7.1 WORKSHOP VENUES 7.2 WORKSHOP DATES 7.3 WORKSHOP PROGRAMMES ASSIGNMENTS 8.1 SUBMISSION 8.1.1 RULES REGARDING THE SUBMISSION OF ASSIGNMENTS 8.1.2 ASSIGNMENT ADMINISTRATIVE SUPPORT 8.2 ASSIGNMENT AND PROJECT SUBMISSION DATES 8.3 ASSIGNMENT QUESTIONS - STRATEGIC MARKETING MANAGEMENT - HUMAN RESOURCE DEVELOPMENT - INFORMATION AND KNOWLEDGE MANAGEMENT - MANAGERIAL ECONOMICS - FINANCIAL MANAGEMENT - RESEARCH AND QUANTITATIVE METHODS PROJECTS - STRATEGIC MANAGEMENT - OPERATIONS MANAGEMENT EXAMINATIONS 10.1 EXAMINATION DATES AND TIMES 10.2 EXAMINATION VENUES 2 27 27 27 28 29 - 30 31 - 32 33 - 46 47 48 49 - 51 52 - 53 54 55 - 61 62 - 64 65 - 67 69 -70 71 -73 74 75 2 PROGRAMME HANDBOOK: JANUARY 2016 INTAKE MANCOSA: MBA (GENERAL) STAGE 1 3 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL PROF YUSUF KARODIA Choosing a business school is certainly one of the most important decisions, made even more difficult in our changing times where the world has lost its old equilibrium without having found new values. The frontiers of the economy are reforming and in continuous evolution and work opportunities are emerging. In this brave new world tertiary institutions can no longer limit itself to provide textbook knowledge and mere academic preparation reducing itself to an 'exam house' attaching titles and empty labels, neither can it continue to ignore the changing needs of a global employment market and the profound changes in the environment awaiting the students beyond the campuses. MANCOSA's mission is to prepare a new breed of leaders, courageous, sincere individuals with the intellectual abilities, cross cultural versatility, practical skills and ethics needed to operate in today's business world. With programmes designed to accommodate individuals with diverse needs and lifestyles, MANCOSA supported distance education programmes are in great demand with the rigour and innovation to create reflective practitioners. Participants are immersed in an active education that will challenge their assumptions, disrupt their ordinary ways of doing business, and introduce them to new and unexpected ways of thinking. By participating, you will be prepared for the next step in your career and life, demonstrating leadership skills among your peers. Most important, you will return to your organisation with fresh ideas, new business skills, and a greater capacity for addressing the challenges your company will face. MANCOSA programmes promote a high level of independence through innovative learning and assessment interventions. You can expect a carefully integrated mix of lectures; access to well designed self study materials and online learning resources. One key feature of MANCOSA is its use of case studies, an active learning model that teaches participants how to assess, analyse, and act upon complex business issues. Rooted in real-life experiences, the business case method develops analytical skills, sound judgement, and the leadership potential within each participant. This will equip you with cutting-edge skills that will position you to be a leader in your organisation and community. For those who are prepared to embrace the challenges of this programme, you will find unique rewards with lasting impact for your organisation and career. We wish you well in your academic endeavours and assure you of our continued support towards realising your goals. I wish you well in your studies. Prof YM Karodia 3 PROGRAMME HANDBOOK: JANUARY 2016 INTAKE MANCOSA: MBA (GENERAL) STAGE 1 4 1.2 MESSAGE FROM THE OFFICE OF THE DEAN Welcome to the MANCOSA