Alumni of the University of the Free State, School of ManagementAlumni of the Australian Institute of Business Occupation: Director of Real Estate: Kanton
In South Africa there are several statutes which regulate banking institutions. This essay will d... more In South Africa there are several statutes which regulate banking institutions. This essay will discuss only four of the major statute which changed the banking industry landscape.
- The Banks Act 94 of 1990 and the Basel Accords - The National Credit Act 34 of 2005 - The Financial Intelligence Centre Act 38 of 2001 - The Financial Advisory and Intermediary Services Act 37 of 2002
The right to strike is at the heart of collective bargaining (Barker 2007: 102), else, as the quo... more The right to strike is at the heart of collective bargaining (Barker 2007: 102), else, as the quote above states, it would become collective begging. Collective bargaining empowers the employees to add weight to their voice, and make their voice audible through strike action.
Collective bargaining, as a relationship building mechanism between employee and employer pose to find common ground of mutual understanding between the two parties where each care for the needs of the other through a long term working relationship (Barker 2007: 102). The employer would not be able to conduct business without the employees, and the employees would not be able to provide for themselves without employment. Mutual agreement is therefore a necessity.
Earlier we mentioned that strike action is often used to make the employee voice audible and it becomes louder through collective stance. The “tone” or “attitude” in the voice of many employees and trade unions is in fact a big concern in South Africa. This essay will therefore focus on the “tone” of voice of the employees and trade unions in South African during strike action.
In 1975 Howard Gardner introduced the concept of Multiple Intelligences (MI) after working extens... more In 1975 Howard Gardner introduced the concept of Multiple Intelligences (MI) after working extensively with brain damaged patients (1975; 2009). Gardner observed that patients who were involved in accidents and who suffered from brain damage as a result from the accident and who’s analytical intelligence (IQ) suffered losses because of the accident still displayed signs of “intelligence”, but on different cognitive levels (Gardner, 1983). He therefore concluded that each person has a set of “abilities, talents or mental skills” which he called multiple intelligences (Gardner, 2006).
During 2007 one-fifth of the worlds GDP was made up of project based work (Bredillet 2007: 3). E... more During 2007 one-fifth of the worlds GDP was made up of project based work (Bredillet 2007: 3). Even functional organisations are experiencing a shift towards project-based management due to the fact that many repetitive activities
are being replaced by processes such as automation. On the other hand organisations are flatter in their structure with wider spans of control where teamwork is more prominent (Burke & Barron, 2007: 223).
There is in other words an overall shift towards project-based work around the globe which emphasises the need for proper project management and project leadership competencies to ensure project success (Thomas & Bendoly 2009:70).
This shift is altering the job requirements of management and leadership. As an example, instead of supervising repetitive activities, management in these organisations now often make use of projects to improve production or quality aspects which in the past would have been part of routine tasks. Managing
these projects demands a completely different skill set (Dinsmore 1999: 12; Wills 2010: 98).
Project management is especially prominent in the property development and construction industry and is also often influenced by this industry (Han, Yusof, Ismail & Aun 2011: 90). Property development projects are complex endeavours
as it involves numerous stakeholders and span over long periods of time, leaving it susceptible to the fast changing environment during the span of the project life cycle (Chan, Scott & Chan 2004: 153; Bauer 2006: 13).
Most professionals now agree that different projects require different managerial and leadership approaches and that the human factor related to these projects, influenced through leadership, is especially critical in the success of property
development and construction projects (Chan, Scott & Chan, 2004: 154; Muller & Turner 2007: 298; Han, Yusof, Ismail & Aun 2012: 91).
Several studies suggest that different leadership competency profiles better suit certain project types or even project phases and result thus in higher efficiency and successful outcomes if matched accordingly (Crawford, Hobbs & Turner 2005, as cited by Muller & Turner 2006: 21; Dulewicz & Higgs 2005: 106; Randeree & Chaudhry 2007: 220; Geoghegan & Dulewicz 2008: 58; Muller & Turner 2010: 85). These findings corresponds with literature on general management within an organisational context (Turner and Muller 2005: 49; Muller & Turner 2006: 21).
Efficiency, the process where lowest amount of input creates the highest level of output, is a necessity in this industry to render projects feasible and successful. Budget, time and cost constraints, which are known as the iron triangle of project management, are not the only criteria for project success, especially when it comes to the sustainability of the development company. Project leadership also focus on aspects such as self-leadership and stakeholder relationships (Burke & Barron 2007: 20) which is required for a sustainable existence of any development company.
Thus, to be an efficient leader in project environments certain competencies are required throughout the lifespan of a project.
In South Africa there are several statutes which regulate banking institutions. This essay will d... more In South Africa there are several statutes which regulate banking institutions. This essay will discuss only four of the major statute which changed the banking industry landscape.
- The Banks Act 94 of 1990 and the Basel Accords - The National Credit Act 34 of 2005 - The Financial Intelligence Centre Act 38 of 2001 - The Financial Advisory and Intermediary Services Act 37 of 2002
The right to strike is at the heart of collective bargaining (Barker 2007: 102), else, as the quo... more The right to strike is at the heart of collective bargaining (Barker 2007: 102), else, as the quote above states, it would become collective begging. Collective bargaining empowers the employees to add weight to their voice, and make their voice audible through strike action.
Collective bargaining, as a relationship building mechanism between employee and employer pose to find common ground of mutual understanding between the two parties where each care for the needs of the other through a long term working relationship (Barker 2007: 102). The employer would not be able to conduct business without the employees, and the employees would not be able to provide for themselves without employment. Mutual agreement is therefore a necessity.
Earlier we mentioned that strike action is often used to make the employee voice audible and it becomes louder through collective stance. The “tone” or “attitude” in the voice of many employees and trade unions is in fact a big concern in South Africa. This essay will therefore focus on the “tone” of voice of the employees and trade unions in South African during strike action.
In 1975 Howard Gardner introduced the concept of Multiple Intelligences (MI) after working extens... more In 1975 Howard Gardner introduced the concept of Multiple Intelligences (MI) after working extensively with brain damaged patients (1975; 2009). Gardner observed that patients who were involved in accidents and who suffered from brain damage as a result from the accident and who’s analytical intelligence (IQ) suffered losses because of the accident still displayed signs of “intelligence”, but on different cognitive levels (Gardner, 1983). He therefore concluded that each person has a set of “abilities, talents or mental skills” which he called multiple intelligences (Gardner, 2006).
During 2007 one-fifth of the worlds GDP was made up of project based work (Bredillet 2007: 3). E... more During 2007 one-fifth of the worlds GDP was made up of project based work (Bredillet 2007: 3). Even functional organisations are experiencing a shift towards project-based management due to the fact that many repetitive activities
are being replaced by processes such as automation. On the other hand organisations are flatter in their structure with wider spans of control where teamwork is more prominent (Burke & Barron, 2007: 223).
There is in other words an overall shift towards project-based work around the globe which emphasises the need for proper project management and project leadership competencies to ensure project success (Thomas & Bendoly 2009:70).
This shift is altering the job requirements of management and leadership. As an example, instead of supervising repetitive activities, management in these organisations now often make use of projects to improve production or quality aspects which in the past would have been part of routine tasks. Managing
these projects demands a completely different skill set (Dinsmore 1999: 12; Wills 2010: 98).
Project management is especially prominent in the property development and construction industry and is also often influenced by this industry (Han, Yusof, Ismail & Aun 2011: 90). Property development projects are complex endeavours
as it involves numerous stakeholders and span over long periods of time, leaving it susceptible to the fast changing environment during the span of the project life cycle (Chan, Scott & Chan 2004: 153; Bauer 2006: 13).
Most professionals now agree that different projects require different managerial and leadership approaches and that the human factor related to these projects, influenced through leadership, is especially critical in the success of property
development and construction projects (Chan, Scott & Chan, 2004: 154; Muller & Turner 2007: 298; Han, Yusof, Ismail & Aun 2012: 91).
Several studies suggest that different leadership competency profiles better suit certain project types or even project phases and result thus in higher efficiency and successful outcomes if matched accordingly (Crawford, Hobbs & Turner 2005, as cited by Muller & Turner 2006: 21; Dulewicz & Higgs 2005: 106; Randeree & Chaudhry 2007: 220; Geoghegan & Dulewicz 2008: 58; Muller & Turner 2010: 85). These findings corresponds with literature on general management within an organisational context (Turner and Muller 2005: 49; Muller & Turner 2006: 21).
Efficiency, the process where lowest amount of input creates the highest level of output, is a necessity in this industry to render projects feasible and successful. Budget, time and cost constraints, which are known as the iron triangle of project management, are not the only criteria for project success, especially when it comes to the sustainability of the development company. Project leadership also focus on aspects such as self-leadership and stakeholder relationships (Burke & Barron 2007: 20) which is required for a sustainable existence of any development company.
Thus, to be an efficient leader in project environments certain competencies are required throughout the lifespan of a project.
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- The Banks Act 94 of 1990 and the Basel Accords
- The National Credit Act 34 of 2005
- The Financial Intelligence Centre Act 38 of 2001
- The Financial Advisory and Intermediary Services Act 37 of 2002
Collective bargaining, as a relationship building mechanism between employee and employer pose to find common ground of mutual understanding between the two parties where each care for the needs of the other through a long term working relationship (Barker 2007: 102). The employer would not be able to conduct business without the employees, and the employees would not be able to provide for themselves without employment. Mutual agreement is therefore a necessity.
Earlier we mentioned that strike action is often used to make the employee voice audible and it becomes louder through collective stance. The “tone” or “attitude” in the voice of many employees and trade unions is in fact a big concern in South Africa. This essay will therefore focus on the “tone” of voice of the employees and trade unions in South African during strike action.
are being replaced by processes such as automation. On the other hand organisations are flatter in their structure with wider spans of control where teamwork is more prominent (Burke & Barron, 2007: 223).
There is in other words an overall shift towards project-based work around the globe which emphasises the need for proper project management and project leadership competencies to ensure project success (Thomas & Bendoly 2009:70).
This shift is altering the job requirements of management and leadership. As an example, instead of supervising repetitive activities, management in these organisations now often make use of projects to improve production or quality aspects which in the past would have been part of routine tasks. Managing
these projects demands a completely different skill set (Dinsmore 1999: 12; Wills 2010: 98).
Project management is especially prominent in the property development and construction industry and is also often influenced by this industry (Han, Yusof, Ismail & Aun 2011: 90). Property development projects are complex endeavours
as it involves numerous stakeholders and span over long periods of time, leaving it susceptible to the fast changing environment during the span of the project life cycle (Chan, Scott & Chan 2004: 153; Bauer 2006: 13).
Most professionals now agree that different projects require different managerial and leadership approaches and that the human factor related to these projects, influenced through leadership, is especially critical in the success of property
development and construction projects (Chan, Scott & Chan, 2004: 154; Muller & Turner 2007: 298; Han, Yusof, Ismail & Aun 2012: 91).
Several studies suggest that different leadership competency profiles better suit certain project types or even project phases and result thus in higher efficiency and successful outcomes if matched accordingly (Crawford, Hobbs & Turner 2005, as cited by Muller & Turner 2006: 21; Dulewicz & Higgs 2005: 106; Randeree & Chaudhry 2007: 220; Geoghegan & Dulewicz 2008: 58; Muller & Turner 2010: 85). These findings corresponds with literature on general management within an organisational context (Turner and Muller 2005: 49; Muller & Turner 2006: 21).
Efficiency, the process where lowest amount of input creates the highest level of output, is a necessity in this industry to render projects feasible and successful. Budget, time and cost constraints, which are known as the iron triangle of project management, are not the only criteria for project success, especially when it comes to the sustainability of the development company. Project leadership also focus on aspects such as self-leadership and stakeholder relationships (Burke & Barron 2007: 20) which is required for a sustainable existence of any development company.
Thus, to be an efficient leader in project environments certain competencies are required throughout the lifespan of a project.
- The Banks Act 94 of 1990 and the Basel Accords
- The National Credit Act 34 of 2005
- The Financial Intelligence Centre Act 38 of 2001
- The Financial Advisory and Intermediary Services Act 37 of 2002
Collective bargaining, as a relationship building mechanism between employee and employer pose to find common ground of mutual understanding between the two parties where each care for the needs of the other through a long term working relationship (Barker 2007: 102). The employer would not be able to conduct business without the employees, and the employees would not be able to provide for themselves without employment. Mutual agreement is therefore a necessity.
Earlier we mentioned that strike action is often used to make the employee voice audible and it becomes louder through collective stance. The “tone” or “attitude” in the voice of many employees and trade unions is in fact a big concern in South Africa. This essay will therefore focus on the “tone” of voice of the employees and trade unions in South African during strike action.
are being replaced by processes such as automation. On the other hand organisations are flatter in their structure with wider spans of control where teamwork is more prominent (Burke & Barron, 2007: 223).
There is in other words an overall shift towards project-based work around the globe which emphasises the need for proper project management and project leadership competencies to ensure project success (Thomas & Bendoly 2009:70).
This shift is altering the job requirements of management and leadership. As an example, instead of supervising repetitive activities, management in these organisations now often make use of projects to improve production or quality aspects which in the past would have been part of routine tasks. Managing
these projects demands a completely different skill set (Dinsmore 1999: 12; Wills 2010: 98).
Project management is especially prominent in the property development and construction industry and is also often influenced by this industry (Han, Yusof, Ismail & Aun 2011: 90). Property development projects are complex endeavours
as it involves numerous stakeholders and span over long periods of time, leaving it susceptible to the fast changing environment during the span of the project life cycle (Chan, Scott & Chan 2004: 153; Bauer 2006: 13).
Most professionals now agree that different projects require different managerial and leadership approaches and that the human factor related to these projects, influenced through leadership, is especially critical in the success of property
development and construction projects (Chan, Scott & Chan, 2004: 154; Muller & Turner 2007: 298; Han, Yusof, Ismail & Aun 2012: 91).
Several studies suggest that different leadership competency profiles better suit certain project types or even project phases and result thus in higher efficiency and successful outcomes if matched accordingly (Crawford, Hobbs & Turner 2005, as cited by Muller & Turner 2006: 21; Dulewicz & Higgs 2005: 106; Randeree & Chaudhry 2007: 220; Geoghegan & Dulewicz 2008: 58; Muller & Turner 2010: 85). These findings corresponds with literature on general management within an organisational context (Turner and Muller 2005: 49; Muller & Turner 2006: 21).
Efficiency, the process where lowest amount of input creates the highest level of output, is a necessity in this industry to render projects feasible and successful. Budget, time and cost constraints, which are known as the iron triangle of project management, are not the only criteria for project success, especially when it comes to the sustainability of the development company. Project leadership also focus on aspects such as self-leadership and stakeholder relationships (Burke & Barron 2007: 20) which is required for a sustainable existence of any development company.
Thus, to be an efficient leader in project environments certain competencies are required throughout the lifespan of a project.