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This book explores the impact on business leadership by the changes in the new world of work and the implications of the new sciences on the way in which social systems adapt and the rising levels of awareness. Adaptive intelligence in individuals, groups, societies and organisations becomes increasingly important. Through the optimalisation of individual functioning, leadership capacity can be built, and ultimately business decision-making can be optimised. Focused organisational development interventions can contribute significantly to the enhancement of individual dynamics, the increase of functionality in teams and the rewiring of organisational strategies, structures and practices to ensure congruence between what is happening inside the organisation and outside the system. An in-depth understanding of the social containing system in which the organisation operates, will ensure relevant and appropriate reactions to external impact. The doing (strategy) and the being (values) should be translated in such a way that human energy in the system to perform is wired around these aspects. The knowing (consciousness) of the impact of self on others enhances sustainability. It is the task of organisational development practitioners in the new world of work to enable systems to unleash this human energy for organisational benefits. Africa is a country of many peoples. The diversity dynamics introduced by various diversity factors such as tribes, nationalities, gender, age and other aspects of diversity of thoughts such as personality type, intelligence and world view result in a complex, self-adapting environment. The promise that underpins the valuing of diversity may perhaps manifest in new social, economical and political models for the future. Inside organisations organisational development practitioners play an important role as a strategic partner, enabler, inspirational leader, thought leader and group process facilitator. The way in which the organisational development practitioner co-constructs organisational strategy, architecture and culture is reliant on the systemic interplay with other strategic functions such as learning and development, communication and human resources. Efficient organisational development practices can revitalise relationships within the workplace, communities and ecologies. This book aims at providing a solid theoretical and empirical grounding from an organisational developmental stance and perspectives to the field of workplace spirituality. Organisational development methodologies that can result in Inclusivity from across various disciplinary worlds evoke a view of the potential for a more humanistic and ecological view of life in organisations. The book is designed to capture leading-edge thinking about organisational development in organisations as it merges with traditional African wisdom. Currently, organisational development practices differ from company to company and from practitioner to practitioner. It manifests in ways that range from organisational effectiveness efforts to a highly individualised craft of catalyst practitioner. In an attempt to provide a solid conceptualisation of the field of study and a framework of inclusivity that can be followed by means of case studies and organisational development methodologies this book strives to combine some of the practices into an inclusive ontology.
Globalization, consumerism, legislation and human rights issues impact on workplace demographics, changing the very nature thereof. It is of strategic importance to ensure that the benefits of diverse viewpoints and stakeholders are leveraged. However the underlying worldviews of economists, business leaders and consultants are often informed from a Western paradigm and solutions proposed and interventions facilitated are not integrated, integral, systemic or congruent with the containing environment or ecology. In Inclusive Organizational Transformation, Dr Rica Viljoen acknowledges that diversity of thought presents both gifts and challenges to leadership in multi-national organizations. The existential question with which an individual is confronted impacts on his or her worldview. By continuously applying a specific worldview, certain gifts manifest. These are called Human Niches. Here, Inclusivity is positioned as a radical transformational methodology with the purpose of unleashing the benefits of engagement and diversity of thought. The process of Inclusivity enables organizations to optimize the gifts of and contributions from a diverse workforce and unleash tacit knowledge. Case studies from Ghana, South Africa, and one where the same strategy had to be implemented in Australia, Peru and Tanzania are included and insights gained from the dynamics observed are shared. A synthesis of Inclusivity is presented in a model, meta-insights are derived and the prerequisites for Inclusivity on individual, group and organizational domain are illustrated.
International Journal of Human Resource Management
Managing change in South Africa: developing people and organizations1999 •
Acta commercii
Spiritual leadership within the ambit of African Management philosophies using interactive qualitative analyis2023 •
Acta Commercii - Independent Research Journal in the Management Sciences
Spiritual leadership within the ambit of African Management philosophies using interactive qualitative analysis2023 •
This research is about a focus group of managers and their experiences relating to spiritual leadership in the South African context. Research purpose: To critically examine mainstream spiritual leadership, within the context of African management philosophies (AMP), towards describing and prosing a southern African spiritual leadership scale. Motivation for the study: A systematic literature review revealed a stark gap in empirical evidence of the existence of spiritual leadership as a harbinger of employee contentment, welfare, and organisational success in Africa. Research design, approach and method: Through the interactive qualitative analysis (IQA) process, data from eight managers were collected and analysed, and an interrogation of the existence of spiritual leadership via the African lens using AMP typologies was conducted. An exploratory qualitative study was conducted via a focus group of eight managers drawn using biased sampling based on 'distance and power' analysis to the phenomena of spiritual leadership. Main findings: Connection to nature principles (nurturing) are a primary driver to employee welfare. Life as a universal current's elements (compassion and empathy) influence Ubuntu principles, national culture principles (a set of behaviours, customs, and beliefs) and Indigenous knowledge systems (unadulterated knowledge). Ubuntu also influences cooperative teamwork (togetherness) which is a circulator in the scale that triggers intrinsic motivation which is impacted by traditionalism (adherence to accepted customs and beliefs), and communalism principles (belonging to a community). Intrinsic motivation impacts employee turnover which is influenced by engagement, performance, productivity, and mythology (African myths and lore). Employee turnover ultimately influences employee welfare which is a primary outcome. Contribution or value add: This research helps undergird spiritual leadership in the South African context by equipping leaders with a new paradigm that uses local management principles that measures its enablers and inhibitors.
Journal of Pan African Studies
Leading a Postmodern African Organisation: Towards a Model of Prospective Commitment2012 •
Inaugural lecture conducted from the University of Cape Town
Hybridity, Noticing & Interdisciplinarity - Business is Not a Discipline2008 •
The canon of knowledge in the fields of management and leadership has been developed from Western capitalist principles, with leading thinkers in the field being mainly of American or European descent. These ideas have then been “exported” beyond Western boundaries as trade, and its accompanying practices, have expanded globally. Although some areas of the world may be willing to adapt to some of these Western practices, other areas such as in Asia and in Africa are not so willing. The West has supplied leadership and management ideas, political systems, and economic infrastructures to Africa from colonial times to the present. Most Western theories used in organisations in Africa have not achieved their desired outcomes, however, because many Africans find they have to sacrifice their authenticity in order to fully embrace such Western ideals. This highlights the need to understand the African context and, in particular, the perspective of the African worker. African theories are seldom captured in literature, and specifically not in organisational literature – rather, the “African Way” has been to pass down the wisdom of the ages through the oral tradition. This no longer appears sufficient, as many Africans, particularly educated and skilled Africans, have been drawn to urban lifestyles, separating them from the traditional forms of oral transfer and placing them in direct contact with the Western organisational norms and cultures that dominate many of their employing organisations. Increased international business activity and emphasis on globalisation have rekindled interest in the convergence/divergence debate among organisations.
Africa Journal of Management
Introduction to the Special Issue: Building High Performing Organizations in Africa2019 •
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